ATB Work Reimagined Powered By G Suite: Positive Business Disruption (Cloud Next '18)

ATB Work Reimagined Powered By G Suite: Positive Business Disruption (Cloud Next '18)

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Okay. Thank you so. Good afternoon everyone thanks for joining us. So. We're here to talk about a TV work reimagined, powered, by G sweet and. You. Know talk about positive, business disruption because, for us moving to G sweet was truly about disruption. And I talked to lots of companies and. They. The, first question they ask is well was this disruptive, and I say yes absolutely, that was by design though and, very. Again very intentionally. So whereby, in, order for us to truly transform banking, and we'll talk a little bit about our story a little bit later, we. Felt that we really needed to change with the way we worked so G suite has definitely helped us to do that and we're gonna talk a little bit about that today so. A little bit about a TV financial, many of you probably have never heard of us we're, based in Alberta. Canada and just, in Alberta Canada we. Have about. Forty eight point six billion in assets which. Would make us a route in, the top 25 or 30 in North American financial. Institutions so. Just to give you some context, we. Have about one hundred and seventy three branches at one hundred and forty three agencies right, across the province of Alberta from. Milk, River which is basically, a little small town at. The southernmost point, almost on the US border right. Up to a high level which is at the almost, towards the. Border with the Northwest Territories. About. 5,300, team members we have almost. 8,500, G sweet accounts you talk more about that later and. Then about roughly, 750,000. Retail customers. Covering. About 247. Locations. Across the province of Alberta. So. Really, pleased to be here my name is Barry hench I lead our technology. Enablement team within the transformation, group at ATV financial. Technology. Enablement for lack of a better phrase as I T we feel that you, know we are truly going back to the roots of ite by enabling, business, teams to technology, can, you suite being one of those examples, I'm here with Calvin seaman as well Calvin is one of our directors, of communication, within our reputation, and brand group and was. We were both part of what we were very, intelligently, named as the G team at ATV, amongst. A few others led. By our chief evangelist, Loren and so. We're really pleased to be here G suite has been truly. Transformed, transformative, for us at ATP and we're, happy to share the story and. It really starts with building, an adaptive culture and.

Google Has been at the center of that G suite has been at the center of that in, and amongst other things. With. ATB, we have what we call our story and again I'll show you that here in a minute but the story really is our guiding, principle, of what we're trying to achieve which is ultimately, customer, happiness and so. Over. The last I would say three or four years ATV, s worked hard on developing, a culture where, we begin to question everything we do and, G. Suite is one of those examples where we're. Able to actually, move. Ourselves forward, because. We've actually simplified, the, way team members work so, that we are able to work, better for, on behalf of our customers, and. So. You. Know again it really comes down to putting the customer at, the center of the conversation and having a culture that's about really two things it's, about well, three things I should say it's really about listening so. Making, sure we understand what our customer needs are banking, financial, services are being disrupted enormous ly and so, we really wanted to be able to continue. To promote a listening. Culture it's. Also about being. Customer, obsessed so, again putting the customer at the center of the conversation and, banking that's, highly. Unusual it's, still very much about the, risk profile, of the bank and you know those kinds of metrics which often are at the detriment, to customers and then, it's about transformation and so when, it comes to work when it comes to work we imagined, it's really about finding, the balance to increase overall. Team member satisfaction as. Well as ultimately. For our customers, and so you. Know we talked about customer obsession, but it's also very much around key, member obsession, and so. Again, when we looked at it, you. Know team, members were not satisfied, in the old ms-office world that we came from that. Simple example, of you. Know you log in to your computer in the morning and you open go, to outlook and it takes 15 minutes to load. Outlook because you've got all these massive PST, files associated. With it and then you're, working away and how about look crowd like those problems have gone away from and we actually. It's. Surprising, how quickly you forget about oh I think I hold days well less still for, a few. Months after II went to had. That control s control s because I didn't want to lose the work I was working on yeah like well you've yeah just the autosave, capabilities, is just, again take making it very, easy for team members to get their job done, and, we'll have other examples of some, of the productivity gains we've seen but.

Really. At, the center of this is, again. Customer obsession and listening and so. When, we look at transforming. Banking which is a big lofty goal of ours it. Really does become around fixing. The processes. In fact our chief. Customer officer, recently became our new CEO, and. Uses very strong language around you, know finding a way to kill processes, that customers, hate, and. Very much of that was based on the way we were working internally sending. You know that classic example, of you, know forums, that are in Word documents, that get sent around that are either incomplete, or don't have all the right information and, get sent back as attachments. And like. I think all organizations. Deal with or suffer from these kinds of problems, and by. You, know breaking those down like, co-authoring, of documents, within Docs or now. With some of the AI features, of G suite the explore button, are. Really, transforming, how team members are able to do their jobs and, be. Able to spend more time with customers, it. Is in a trade off anymore in fact we've. Made things, so, much easier in terms of mobility, and other things that, we're able to see those successes, come through and. So. Again. While Google so there you can see on the on the right side the ATV story I won't read it word for word you can you can visit ATV comm if you're interested in learning more about it but. It's our ninety-four word basically, mission statement and, again at the center of it its customer happiness which. For, a bank to talk about is again a bit unusual so. Whether that's buying, your first home whether that's buying your first car saving, for retirement you. Know whatever that happiness is for that individual, customer, but. There are also key, phrases in this story that again, drive our decision, to go to Google and G, suite specifically, so the even just the notion of transforming, banking. Reimagining. It making it work for people again. That's very centered, on how, do we make the team member experience, smoother. So that they can spend more time with their customers, um.

One. Of my favorite phrases in the atv story is really make their time richer, which. Again is very centered at the customer, but, when I look at it from a team member perspective. You. Know again we spend tons of time doing, wasted, work whether. It's you, know replying, to email or again we're trying to do document, revisions, and all those types of things by. Moving to G suite we've just again made it really simple and very accessible, and. So at the end of the day again, there's a there's a lot of stuff in the story but, you know the bottom line is Google has helped us to be smart, simple, and helpful, whether, again to customers, or. To. Our team members. And. So, here's a so, I mentioned Lauren rubus earlier so he's our chief evangelist, and, I get a little bit unusual for a bank to have a chief, evangelist, he's been a big part of driving, our cultural, shift which. Has been very important, to set the stage for G Suites so you. Know this like I mentioned earlier this is not a technology, project at all for us and, hasn't been since day one obviously. There's technology, that comes with this but. It's more about again. How people are working and how we can transform it and so. You. Know at. The end of the day that cultural, direction. Of challenging, the status quo has become really important, for us to drive, that, overall. View. To what needs to happen to make you know be customer obsessed or to listen to our customers better and, ultimately. To think differently about it because it really does come to survival, right. ATV is is we. Like to joke is now that 80 year old startup will start we'll have our 80th anniversary here, in late, September, and it. As a part of that celebration. It'll be recognizing, that that, history but financial services, is being disrupted, massively it's. We, would argue that for albertans for, Canadians. For global. Citizens, there's. The function of banking is what's needed but banks maybe, not and so. For us to survive we need to do things differently to, be, able to get there and so that cultural shift and working.

With Tools like G suite has helped us to do that so I'm, gonna invite Kelvin to come up and talk a little bit more about some of the more details of of how. We approached. Our implementation. And then, I'll come back and we'll talk about some of the technical details, off. To you thank you I think one thing just to elaborate too on the why the. Why Google so it was the functionality. And but it was that mindset and so as. An eighty-year-old company, owned, by the government, in alberta actually it had a legacy, a bit of being older. School and a laggard and in the last 10 years we work really hard on being a, startup. Type mentality and progressive, and so getting that like-minded thing and then today when we saw at, the keynote them talk about work reimagined. I was like bingo that's exactly, who I only partner with them idea we were already using. The same language. On. Both sides so when. We these, are the three phases I'm gonna quickly talk through because we went to it for for, us anyway a very different approach to change management and adoption, I think in a lot of previous. Ones or maybe, even in other Google. Implementations. You would take a bit more standard, like here's your one month warning, that you're getting a gmail, account versus Outlook here's your one week reminder, make sure you've taken this learning. You. Know remember tomorrow you're gonna be in Gmail and so, I. Think, really. Kind. Of sparked through our chief evangelist, we wanted to come up with a legendary, kind. Of adoption I think we rolled pool the time was kind of talked through as, the, leader in this and we really wanted to be, even better than what had already been launched so we went, from an approach of abundance, we wanted to really cast the whet the net wide we would have our normal players communications. Learning, change. Management kind of thing but we wanted to just really. Embrace, the organization, through it create a environment of psychological, safety where. People really, challenged, why we did things the way we did it so that's. Just elaborate in Andheri Barry's point that it wasn't about the tools right it was like we knew the tools would enable that but we had to change people's mindsets, to really wonder, why.

We Were doing things already. Galpin if oh yeah I just pick up on the point about psychological safety that's actually really important and in, the context of these three phases are go live date actually, happened at the end of the exciting discover phase and adopted, Astor has, been since go live when we've been live for just over a year now and so. We. Didn't expect everyone to be an expert as part, of you, know going live. Which. I think is again it was important for key members to feel because there is you, know obviously a change of work that has to happen to be able to adopt, you sweets so the, psychological safety was important but I think it's even more important that Dada actually comes as a result of now, having access to the tools right, yeah. And we had talked to obviously. We weren't the first organization, to do the implementation so we talked to quite a few we had the City of Edmonton which, is where, our headquarters is, as well I had gone through it and so the feedback we kept hearing was don't make it just about the tools right because people won't necessarily get. The full value out of it and so people are just dying for the tools by the end which i think was good but, we kept not necessarily, talking about just the tools it was more don't. Do a like for liking us from, an Excel spreadsheet to a sheet like why are you even doing it that way why are you collecting that information there, do you need to is there a whole other way you can do it so really get people through. This journey to reimagine. How they worked which was our focus so we wanted. To people. Want to know why we were going to Google and we thought we'd get much better by and if we focused on that at first so, it wasn't to save money which I think a lot of people were talking about oh they're just doing this to save money or and we had had a not so wonderful maybe, technical, implementation or seven years ago we changed our entire banking, system so we still kind of had that, mentality. I don't, rev. Wood across the door right so have it be like that last experience yeah so we really wanted. To tie the why to our story which was we can't reimagine. Banking, if we don't reimagine, the way we work so that really became a big focus on the conversation. So. Part of the ignite, and listen, we had a statement, come up probably in January that we were gonna go to Google, and then the next thing that really came out was this we want you to become a G evangelist, so it's obviously not Uncle Sam that's Lauren. Rubus who's our chief evangelist, that we mentioned in the middle and so. This was all about igniting. Excitement, and people, did not know what they were going to sign up for but we were gonna recruit 50 G. Evangelists. We usually work G thing a lot G. Evangelist, is to help, shape the journey so all they knew at this point was they're gonna get seconded, for sake months I think was at, the outset or afford yeah, I thought I thought it was three to begin with but it ended up being six by they typed by the end of yeah and they knew they were gonna go to Google, in California, and.

That's About all they knew so we, had people from throughout, the organization, all levels, and we, really wanted that liked and we wanted people to check their title so we had tellers working, with I think we went as high as managing, director so, right below the VP exact level. That. Applied we had nine thousand. Views. We've so we have fifty four hundred people so at nine thousand views on the site people coming back in within, seven days we had almost three hundred people apply for the experience, which was and, a lot of people couldn't cuz they, had to be available for certain, parts of it and they couldn't and. They were really creative we wanted people to kind of show their creativity when, when, they applied so a lot of effort went in and that one week to get things set up and. I think the key there is really around the self selection part of that so, so. Often what'll happen in these kinds of secand mints is the executive, will cherry-pick, people, out of their organization, to do that and in this case we said no you can't actually do that you we want we, want the people that are most excited about being, part of this transformation. To, put, their hands up and again, do this sort, of auditions, type process but. The self selection became a really big theme for us so. If you could harness the power of those that are most excited about this type of thing you're. Way, better off at least in arts brains yeah and we saw you know undiscovered stars right so there's a lot of people especially you. Know we kind of see a lot of people in our headquarters in Edmonton and our main corporate office in Calgary but there's people in branches in rural Alberta that have, a passion and a skill said that we would have never picked. Up on and a lot of those people all of those 50 people moved into other roles I don't know what the percentage would be but more. Than hearing, yeah 50 percent or more that, would have moved into other roles because they just the development they knew what they were capable of and then this gave them the opportunity for, other people to see what they were capable of as well so, they went through a 30 day boot camp in the Ignite and listen, face, they, went to Google they went we went to singularity, University, for half, a day as well and. That was early on to you, know mindset and we did a lot of a lot, of team building and, team forming. Within. Those 30 days and then in that 30 days they, did a lot of the, option plant so they know the organization. Really well we, did persona work where we try to look at how people work versus. What their role is and we really build plans out around that they. Did, some trade shows just, to kind of get people insight. Into the tools of course it's a public tool for the most part so people could, do that but. Especially. With the execs and board members they did trade shows early on we. Had in, that again in the theory of abundance we had get. Done committee, and a. Vanguard, group, and so they were people, that were listening for, us in the business and giving feedback and here's what people are saying and we want more of this vanguards. Would often own some, of the tactical execution piece within their worlds as well yeah. And I just want to pick up on the listening part, so. Obviously. That 30-day boot camp was also very focused on being able, to talk intelligently about the, inevitable resistance, that comes with a massive worth change and so, I want, to make sure that it's understood that this wasn't all sort, of rainbows and butterflies or. Unicorns. Or whatever you want to say like we have. Pockets of resistant weeds and we you, know continue to work through it but that's part of that listening as, understanding. The concerns of team members and those G evangelists, were armed with a bunch, of techniques on how to have those call, it difficult conversations.

And You. Know bring a new energy to be able to hopefully work through that and, one. Group that was forming this time was the expert group because we knew there would be some, resistance from people. Whose job was especially. Living in exile wood and and yeah, so as a bank you know people have the Excel logo tattooed, on their shoulder you, know figuratively, and so. You. See that and even with sometimes, in other tools whether it be Word or PowerPoint and so, they think wear that as a badge of honor because they become so successful but. Now it's about encouraging, you, know being successful, in a new way using, new tools that, may actually include to expand to the rest of the GCP. Which. Is pretty exciting as well and I think we've been able to start to generate that excitement even. Even further going forward. What. Source that that phase was around, April May June July we, went into the, excite, and discover so really building off that ignite. Phase and we. Wanted to let people. Start, experiencing. The G sweet a bit so we had how many early adopters we have by the end. Oh we have 5,400, well we had over 800 early, adopters by the time we went live right, that's, a whole other conversation they were really discovering, it yeah and, then part of what we wanted to do is make sure everyone had activated their account before we, went live and gone through that whole process so that on the go live date they could just click into their Gmail, and calendar and everything so. We gave people access to G+, communities, at this point and. YouTube live which, has really taken off like live streaming so. Like. Leaders we have a weekly transformation. Talk with our chief transformation, officer and we get a few hundred people we have hangouts, and different themes where people just. Love that ability, to get, access to senior. Leaders that they wouldn't normally and. Very consistent, and, you. Know commitment, from them to stay connected to the organization but, that was one of the ones we did early on as well to get people authenticating. We. Got people really again thinking about the Y so a lot of going, to what what is it how will it work compared, to this and through, the G evangelist the Vanguard's, we would get people questioning, or, get people to start asking about why are you doing that that way think, about that, even before you get the tool, we. Did G we also that van is not actually, the Dan's we sent out we probably sent out like Toyota forerunners. Or something but we, did paint them up and, they went out to the rural communities, because again, our urban markets get a lot of attention and we can easily have an open house and people come by so, we had eight G evangelists out I probably, paired up so at four vehicles I went to 107, branches and did 25,000. Kilometers of travel, during. That time visiting all the branches, and then, we. Recruited. More, people. In our abundance thing so the, hunter + blue globe these are people, who got White, Glove treatment, so our brand or brand, color is blue so we went to blue glove which is not the staff people exactly quickly, got equate it to your doctor exactly. So, these were predominantly. Our executives, and their EAS and we, thought it was really important, to get them on board before, we went live because if they were bought, in and, and. Proficient. It would be hard for them to lead their teams in it and that worked really well they were a. Lot of trying, to get people can you add so-and-so can you add so-and-so because the people they wanted to start working and within the tool said yeah I was always sort. Of that fire that lit the excitement, because all of a sudden senior executives, are using the tools and they're finding how easy it is to collaborate, and. Make document, revisions or whatever the case may be and all of a sudden yeah just explode, it because. You. Know they I can't, everybody just have this great and so you, know a lot of organizations will, leave the you, know the senior executive, to the last because. For fear of what it might do in, fact we did the exact opposite and it was highly successful because, they could all of a sudden see, what it was going to be like and I you know sort of promoted as well if I can do it anyone can do it sort of notion, and. We.

Had 250. Whizzes. And. 250. Guides so the G whizzes were people who had previous experience with the, G suite from their personal life school whatever and they had to pass a certain, proficiency, level because we wouldn't be able to necessarily, provide. Them with a bunch of support early on but it did give them early access and they, did get an indicator, for whether, at. Their workstation so. That when we went live people would know that they would know some about it G, guides are, pretty similar they also they didn't necessarily have, to have, past experience but they had to pass that proficiency, and they, had to be willing to support their peers when we went live so they, needed to be available that first week again, they had an indicator and they could and, they could help out there a few. Other things we did during this time again to make it a bit, fun wait fun we did a meme contest, about, what if we never transformed. Because you, know people are resistant to change so trying to show people like all the things in your life that, have gotten so much better because we've, made changes like this and. Got some really funny entries, I think we had a few hundred people enter into that we, did Googlers, travels, and the, GE Academy. Which. Were our own kind, of based learning to get people who, wanted to get in there and be comfortable before we went live we, did work reimagine, TV so again utilizing that. YouTube. Channel and we, had it run by G evangelist, and they would do a weekly live show what. Was what's the Google show called we kind of base it off there's and I forget. But it we, took one. Snippet where we talk about a specific piece. Of the technology, and then we would talk a bit about people how they, were reimagining, the way they worked yeah. So I think this really comes, into the notion of peer-to-peer learning yeah, right we really wanted the organization, to support itself because there's you know again you, know Calvin and I can remember Calvin and I have a pretty funny. Conversation, one day about well how do we tell people play, just to google it yeah right because some you know the answer to your questions out there somewhere in fact there's so much material out there that we we, tried to avoid creating our own content, for the most part although we did in specific. Cases but this is this whole design was really meant around this notion of you, know how do we connect team members to themselves to grow a community so that they can support each other through this rather, than having again. Massive, training sessions, where everybody, had to you, know sit through two hours of you know Gmail for example. Again.

To Be able to promote where we and again a part of that cultural, shift of, having, team members there to help each other and I think the the live streaming point is really important because again. Especially for our rule branches, and you can imagine some, of these towns are really, small and and. They. Often find themselves very disconnected, from the corporate offices, that, this all of a sudden brought them into the mix where they could feel like they were part of you, know the larger, ATB again which. Was again, a big cultural, shift for us which has been really important and, actually some of the best peer-to-peer we, saw happen was in g+ communities, so. I'll admit I was a bit of. This. Maybe in my view on how they take off but. They really took off and so, we. Had one on hey did you know where people would share tips on did you know you could do X Y Zed and people would share, pictures and stories, were on that and we, had one called how do I where, people would really answer questions so you, know sometimes. It was equated like for like I used to be able to do this in calendars how do I do it or how, can we do this kind of how can I find this type of email in Gmail and, people, would just start answering each other's questions so, it avoided the whole call into help desks, or even going to the g-wiz is it was and I think each, of those communities would had at least 25%, of the organization, having, joined them so those, were really successful. Alright. So we did go live July, 10th, and I think our goal was to have a non-event. Rate. And, the. Expectation, I talked to the team about is the. Music to my ears is that what was the big deal yeah and for the most part that's what we got yeah we had a command center the day oven it was just like crickets. Well I shouldn't say that cuz he probably had a couple of things to deal with in my world there was crickets, and. Yeah I was just you, know we kind of walked around the floor and how's it go I know fine and so, it really was a non-event which was great for us, probably. The biggest thing that pissed off our G evangelist, was people, had to activate, their phones Moberly so we had this brilliant idea of what's do a robo call and tell, people on their phone to make sure they do it this weekend well a bunch of people just saw missed call he wanted his number to come on so, that they knew it was coming or someone, Lauren rubus and so, they just saw a missed call from Lauren, so he had like hundreds, of people calling, him back I, shut my phone off so that cuz he was trying to call me shut. Your phone off I don't know what.

So. That was fun unintended. Consequences, yeah we, had the G wheels were still on the road during this time we. Created, a vault kind of inspired by the Google, garage where. We held labs and I think we had over 65, labs, done. They're reimagining. Again how people worked especially now they had the tools we. G, evangelist for the most part I've gone back to the business so we recruited a smaller, group of people around. Product, managers who or it became experts, in the tools and could really go to areas. That were. Having problems getting off Microsoft, and helped them understand. That especially, when it's just knowledge of the tool and then we had facilitators. That could help run those labs and, we created the do-it-yourself, labs as well where people would have the ability to run sprints and ask the how might we x' and and solution, and then. One other thing we did was we created a storyteller, collective, because. We knew there would be power in that story of just hearing how other people, were using the tools so. We recruited 30 people again from out the organization they, weren't seconded, it was an expectation that they would do it on top of their day to day and we, ran them through a couple day boot camp where we brought in people from different media so we had a creative, writer. We had a social media person photographer. Video, agra fur and just, help people learn. How to craft a really good story on whatever medium they were going, to craft it on and then we gave them specific. Assignments, to go in and look at how, people, and branches were working differently or if it was a specific tool where. We had heard stories where they could really pull out those stories and share them throughout the organization, and. So. We also had the G suite city which was we. Had a proficiency, model, set up with five levels of proficiency from, basic, to guru, and right, in the middle was one or his/her own got it and that would mean that people understood. How to use I guess. The vast majority the functionality, someone you would use in their day-to-day beyond, just sending an email like, and. We wanted a hundred percent of the organization, to get to that God at proficiency, so there was you could light up these buildings as you passed each of the tests and we had a bit of a video with our CEO, and Lauren competing. On who could get to guru and I think they, both cheated a bit but. They got there well, they use their peer to peer network - that's right successfully, that's. Right and. Actually. Our CEO is really transparent - before we went live because we. Had been doing a lot of promotion, and positive and the G evangelists, were just like oozing. Energy. From this but he was like you know there was days I wanted to throw my computer against, the wall or, my Chromebook against. The wall right so he, was really good about setting an expectation but he was a huge, advocate and champion for it at the same time yeah, so maybe just do that one of our value. Statements at a TV is being confident and humble and. You. Know Dave mowett who was our now retired CEO again. That humility, of recognizing. What team members are going through in a change like this and and. Being vulnerable about, actually, having that dialogue and conference conversation. I'm, gonna really set. The tone throughout but certainly at those periods of time you, know where he would speak up on the topic you. Know team members understood. That we actually viewed this as being something that's really difficult we're, asking team members to do a lot by making a change like this yet. It's. Also so important, it really comes down to against survival, in a very, competitive industry, and. The other fun thing we did was move your to the cloud and so we, wanted to shut our age drives which would be you can give the Technic yeah it's basically just your your home network drive, that's pretty typical in most organizations trying.

To At least move that to Google Drive so that we're not we. Can at least start to see some of that into infrastructure, go away on our on-premise side so a lot of people were talking about it some were offended, but we kind of knew we would do that but we wanted to get attention and, we had a bit of a contest, for people to talk about like the funniest thing they found in their H Drive. My. Fate my oldest documents my first documents, were I started, a TB just about ten years ago and my very first project was, moving, from, Windows 95, to. Vista and, so, those were my the initial documents, but of course I didn't delete it it does but they just forget those days copy and pasted it all over to the cloud. Alright, so. Barry will go over the numbers a, bit, but I one thing I did want to highlight I don't think we have in the slide is our engagement score last time we did that big technical change plummeted. A lot. Like probably 15 to 20 percent and this. Time art we have a fairly, highly engaged workforce at 89%. It was last year we. Use an Hewett and then it actually went up to 91% as, as, we went through this, transformational. Journey so, yeah so I think it you know again speaks to making. Sure that we we put team members at. The center of this conversation and really thought about it from you. Know how is, this going to be adopted and in you, know Calvin didn't say it but I'll say it which is you. Know the concept of organizational. Change management is, a bit of a four-letter word around. 80 B it. Really does come down to adoption, and finding. A way for team members to be successful, so we'll. Talk a little bit about more, about these but just to give you some general, context. In terms of the speed of our implementation. And. I should have done this earlier so my apologies, we, actually signed our deal right at the end of December of 2016. And. Then 200 days later not, business days but days later we, were fully live with, the entire G suite product suite and. That came with we, we started this basically in October, middle of October, of 2016, so we did our due diligence at about I don't know six or so weeks that included our contract, negotiation, with Google you know we had big obviously, concerns as a bank for vetting all of the security, and all of the risk you, know discussions, and all, the things that especially, as a Canadian corporation, and then especially as a Canadian. Financial institution, that we have to meet but. We were able to move through all that sort, of lightning speed and I, could say 200 days later we were fully live across the organization. Which. Was kind, of setting a land speed record at 80 B but also you.

Know Revealing, the importance of moving quickly and having bold, transformational. Steps. So. Just a little bit more about some of the numbers. You. Know Calvin mentioned, 5,400. Accounts activated. So like I mentioned earlier we have a buddy pardon, me 8000 or 8500, accounts one, of the things we overlooked during, our original, work was the. Impact of shared accounts in exchange, mailbox, shared mailboxes in particular and so. You. Know we hadn't realized just how many of those we had until we actually began. Moving so we had a bunch of those but we did we, did implement google, 2-step verification as, a requirement going in and so to kelvins, point we wanted to make sure everyone activated, their account, beforehand. Make sure they set up their 2sv so. That we could continue to promote this security, culture that we've also been developing, we. Moved over, 340. Million mail messages, calendar items and contacts from our exchange environment up, to G suite. Which. Is you know we had long debates about whether we would you know encourage, a spring cleaning and, whether, we'd only bring 30 days or 45 days and we just decided that you know what in, the spirit of being smart simple and helpful, encouraging. Team members although it might be interesting to go and spend time cleaning out their mailbox it's pretty much the least productive thing, when, we talk about making their time richer that's that's, not making their time richer and, so we just decided to move all of our history which. Is a bit unusual in, that respect as well we. Had nearly 15,000. Exchange public folders which. Is a whole other complicating. Factor because, so much business process, was centered around those. Public folders. That. Was over a over. One-and-a-half. Terabytes, of mail we. Actually moved that stuff as well in terms of the current activities, and move, those workflows to. You. Know adapt them and that was partly through those. Work reimagined labs that Calvin talked about but, also just by team members actually, digging, in and. Finding new ways to work we have one example of our. Banking operations, team that you. Know started to look at what a collaborative inbox might, look like for their team for example and within. A day had, completely. Revamped their, process, for the better to. Be able to move through and those are those. Examples just you know we're incredible, because it, you know it showed that team, members were rallying around it we, talked about the various so those numbers are little bit different than what we had earlier but. You. Know lots of again, self selection in. The organization, the. Labs we talked about the, last two points I think are important as well so we did actually have our first hackathon which. Is again. A bit unusual for a bank to talk and in fact we had a big conversation to. Name whether we could actually call it a hackathon because you don't want to associate hacking, with banking but. Which. Actually, produce something we called hacksaw and we. Are at this point considering whether we're gonna open-source, hacksaw, but. Basically it's this notion of you know understanding, what documents. Might be on your file shares that actually could be problematic, to convert because that whole legacy is again we've got tons of legacy so whether this is Excel. Files that have macros, or. Again. We're documents about macros, or advanced. Maybe formulas, that sheets. Doesn't, have for good reason because they're so obscure that nobody really ever use anything so. We built this utility, to go and scan through some of our file shares to try to identify what. We thought were the most problematic, documents. So, we could at least inform, team members about what might not convert. Coming. Over and so, that's you. Know pretty pretty interesting it's certainly not perfect but gives us a little bit of insight into the. Complications, and and stuff we have and. Then I you know we have you know I guess we like to toot our own horn a little bit of course and although, this maybe is the humble brag you.

Know I think we have been recognized you would have seen our logo hopefully this morning in the, keynote. Associated. With our G suite implementation. Onyx. Networking, was a big part as. A partner for us in terms of helping us get certainly. The technical, bits and and also some advice on that on the traditional, adoption. Side so. We're very. Happy. To, continue our relationship with, onyx and grateful, for the work that they did for us, and we were featured recently, in Forbes and a little bit of an article around our again, worked reimagine effort and this adaptive, culture, that we're building to be. Able to move forward and so we're really again trying to you. Know promote where. We are as an organization and, continue, to highlight what, this small little bank in. Alberta, is doing although again we're probably within the top 30 of banks in North America, there's. No joke that we were voted number one Google, implementation. By. Us. Hopefully. You will agree is all. So. At we've talked a lot about these things already. You. Know it's it is again, fundamentally. Changed how we've collaborated in the organization, I can't tell you how many times now we have whether. It's through Google+ communities, or now hangouts chat where. We are now connecting, team members in ways that we've never been able to before. You. Know when simple example, is you. Know you've got an immigrant. Family that's recently come to Canada or to Alberta they're, coming to a TV this become, you. Know, integrated. Into Canadian society, but don't yet speak English and you. Get all kinds of different languages and we've had instances where people now use Google Translate to, be able to have a conversation with, that individual. Or have, literally reached out through Google+, communities, or hangouts chat to, find somebody else in the organization that actually might speak that language. Which. Again by being you, know illustrates, just how important, customer obsession, becomes.

For Us but. That connecting. Those team members has been you know really powerful. But. We've also because, we've seen such success with G suite we are now actively, on a mission within the next two to innovate years to, essentially move all of our stuff. To. The cloud and particularly. At a Google cloud. Platform, including. Our core banking system so you, know Calvin alluded to the struggle we had a number of years ago when, we implemented our SVP. Cores we call it, but. Now it's the next generation of how we're going to move our sa P core banking system into, the cloud so. That we're able to continue. To stay relevant in in, the you, know again in the industry. You. Know and it's and and as a result it's really about you, know building, on this great relationship that we've been able to develop with Google, I think. You know partly because we're a bank we've got a lot, of exciting stuff that Google is helping us with because. It can also advance the. Agenda within the industry which is which is important. All. Righty so. You. Know the, results. That we saw as we talked about have, we're virtually, instant like again, we're still we're still seeing those things accrue, although. At the same time a lot of it's really hard to to. Outline, or to document, and so, we've, got some examples that we're gonna provide here as well but. You. Know we're happy to talk later, about some of the other things we've done but there's it's we don't have a specific numbers, on what our ROI is for example because you know it's really hard to predict how the productivity. Improvement is helped but, we do know that through. Engagement, for example that we. Have seen an improvement in, one of the key metrics which is tools for team members and. Overall. Engagement is up as Calvin mentioned so that's definitely been. Important for us so you know, the. Streamlined, workflows so a couple of examples of this would be, again. With that early adopters, group being part of our executive. Team. That, all it took was that first quarterly reporting cycle to, really see. The improvement, that tools like geez we can provide with its co-authoring, capability, for example so, if you might have not heard me by the way because I'm a communicator. And someone's like oh I sent that so-and-so. In exactly like oh my god that was not ready to share well. Not transparent get over that quote yeah that transparency, was actually important, as well like so often we get into situations where, everything's confidential I'm, working. On it for two weeks by, myself so, that I can get all my thoughts and show how great, and awesome and smart I am. For. And then sending it out and taking it you know dragging this thing out but in the spirit of transparency, being. Vulnerable to, comments. That are coming in in the moment as you're, creating the content was in collaboration, right nobody owns an idea just kind of become, so that becomes for sure and so I'm.

Just Coming back to the strategic planning cycle. Or the quarterly, reporting cycle again you might imagine those days and some of you may be experienced in your organization, where again. You've got to get feedback from 25 people so you send out the tempted template they, work on it in their own time in their own pace and often. At the last minute and then it's sent back in, to. A group of ten people that have to now figure out a way to consolidate, this into a single document have the same you. Know tone and this end and, only to have it sent out again to get comments and that whole process and, then comments on top of comments and just, the the the anarchy, that happens, as a result of workflow. Like this and so, with G suite and Docs, and slides and sheets we've. Largely been able to eliminate that in our organization, and and again. To Calvin's point of transparency, really. Been able to leverage. Just. Being open and having being vulnerable to feedback. Right away versus. Sitting on it which is again, allowing us to go faster. You, know another example with, some of the cool features of, sheets like sheets gets kicked around quite a bit it's never gonna replace Excel, I don't, know I'm a I like to joke that I'm a reformed accountant, because. My I was gonna be a professional accountant, at one time of my career and so I would say I was biased. Towards excel as well but, there are some formulas. In Excel or in supporting sheets that Excel, doesn't have that are incredible, so one is an example. Of that is being able to just consolidate, data. Through. A various various. Different formulas where you, know in our people in cultural area when we do our quarterly, talent reviews again you can imagine. Spreadsheets. Going out to six. Or seven hundred managers. To, rate you, know employees on on. Succession. Planning or again where they fit into our into. Our nine, box as we call it and then, having to consolidate, that all back to one central, overall. List for this, our senior, leadership team you, get the massive undertaking but. Just using some simple formulas, that are basically, already in sheets and. Then using the Explorer AI features, to actually, be able to do some analysis, and to start to produce visualizations. Or even just charts, you. Know huge improvement, in terms of you know reducing, the time it takes to collect that and the pain that in which to do that is. Enormous and so just a couple of examples there, you. Know of where we really, truly have tried. To take out some of the mundane tasks, and in obviously, taking an advantage of what Google is doing like, even what we saw in the keynote today this people, will be all over smart or already all over smart, reply in Gmail but you, know smart compose is probably, going to be huge for us to again.

Continue To reduce the, time it takes so. Calvin do you want to talk a little bit about yeah sure very using the example. We have up here on the banking operations, team but I'll give another one, is our support, model so we touched on how we use G+, community to, support each other when we launched but, we also just launched something called onboarding, Express which was an entirely new method of how we opened accounts and how it went from 45, minutes to 10 but people, got a tablet, so 900 team members ended up getting a tablet new method of doing it they to set up the tablets, and and go. Through all that and so, we talked about how can we reimagine, our support model compared to them phoning in waiting, on hold dealing, with somebody and so, they. Used the G suite they what they created a G+ community and, we went into that peer-to-peer support and so after maybe it was two weeks that we had gone live to. 900, people they had two calls in to the support, center so people were we're. Using the tools again to build off that peer-to-peer support are answering each other's questions we, had some smees in there that could quickly answer, but they were getting answers quickly because. Often they'd have a teeth a customer, in front of them like where they're trying to figure this out so to call in and wait on hold in the and the call center wasn't gonna be great so it was yeah. People, just kind of stepping up and reinventing, the way they work yeah I think those those business processes or in that example is pretty key to they, get a lot of examples of again. Peers. Or teammates across organizations, across the organization, jumping in to help and really, being responsive, because, again in order for us to survive it's, all about speed and, you. Know we we actually as that was one of our we'll say the saving graces of our work with going live was hangouts chat we were on the early adopters program at that time and. Hangouts. Chat became a phenomenon, in our organization, because you know somebody could have a question about something. They were seeing or you, know why, doesn't this mailbox now, not receive emails from the external world or, hey. I think I maybe missed a little bit of mail that I was expecting, to see and my in in. Gmail, but, we were able to you, know the team was jumping on these things left, and right to be able to to, answer those questions quickly, rather than in, the traditional world which would sometimes take days to. Get a ticket logged have to fake the phone call in the first place and then have somebody call you back and.

So That was it was huge for us. And I think probably most importantly, for us now it's. Really about this. Idea of anywhere, anytime, so. You, know as we talked about earlier banking is is is being, disrupted, we would say banking is now very digital. And. Expertise. Is mobile so. Many. Of you in the world remand, myself included. Probably. Never want to go to a bank ranch if you don't have to you I go, to bank branches too how because I work in a bank but. At the same time if I never had to I wouldn't and so you. Know banking, becoming very digital is important, to, again survival. But, this notion like we still find customers that are very, they. Want to talk to the experts so whether that's a personal banker whether that's an investment advisor. But. Why should that person have to go to the bank branch to, have that conversation right. We're now sending our people to, those locations so you might be a farmer well. Why shouldn't we meet you at your silo so we can have that banking conversation, or, get that expertise, that you need or or, your you, want to talk about investments, why shouldn't we come to your home and so G, suite has actually allowed us to become mobile as a result of that so you, know lots of examples, of team members myself, included I'm my youngest, son is in marching band so he's often, really busy and we love to go see him perform but. I can't tell you how many times where I've thought of something oh I gotta update that document, and I could literally pull out my phone and update that document, or. You. Know team, members working with a customer and being, able to have that dialogue, so I think can I give one example I think what I realized, was you have to intentionally shut off as well because it allows you to. Much anytime, anywhere, and it, was when I first got into the as an early adopter and part of the project it was Saturday morning 10:00 a.m. whatever I'm lying in bed still, watching TV so.

I Was probably really than 10 or not that way and. I see something and I started editing this document while. I'm lying in bed and I like okay it's. Saturday morning I, I think you hit on something really important which is where. We're not really talking about it in terms of work-life balance anymore, it's more like work-life, integration and, there, is a. And I know Google's working on this I'll call a digital wellness, type. Initiative, or type of perspective, which is sometimes, you do need to shut off but. I think at this at the same time if you do need to do something you're. Not restricted by having to log in through VPNs, and you, know all of the extra, effort that used to take place to. Make that possible, and. Especially with you, know cellular, technologies, improving to the point that they have another. Just a quick example although not maybe into, the anytime, anywhere perspective, but you, know we also transformed. All of our meeting rooms as we talked about with chromebox devices. And, now some neat hardware as well and again, I can't tell you how many times like. When we talk about anywhere. Anytime so again I can be on that meeting on my phone in the you, know hockey. Arena if I want it to be or, in, the room where people will walk up and and start the meeting where it used to take 15 minutes to, start every meeting and you. EAS would lose their minds, with. Worry about, whether they could actually get a meeting started like those issues have have certainly gone away for us so which, is which is great so just to, close off and we're Galvin and I'll stick around if you've got questions or I see, there's a mic here you can certainly ask us as well. But, Wellington Holbrooke as our chief transformation, officer has really, been key at driving. This notion of bold transformation. And you. Know a little bit of a quote there but you know if you it well he is here ahead at next but in another session but he's very. Passionate about, driving, you. Know this notion of transforming, banking and so we're. Very excited to share our story here and thank you for joining us and if you do have any questions we'd love, to try to answer them for you. Thank. You. Please. Thank. You. Yeah. Please maybe you come to the mic so we don't have to. Ok. Now we're at a time. Yes. So. My question is you. Mentioned that so, it sounds like most of this was very independently, designed, and, implemented. And but you didn't mention that there. Was onyx, and Google. In some way also so, could you speak to what those pieces were are, you where, you where. You require that assistance. And also, what. What. Gaps in any if any were in that in that process or in that piece sure. Well I could maybe start in kalfa if you want to so I think you know certainly on the onyx side and well both on the onyx and Google side like. The I'll call it the strategic, vision and, I'll. Call it the guidance to avoid some of the pitfalls that have happened in other organizations were you know some, of the most important discussions, we had up front and so. I'll call it the guidance part of that was was there I wouldn't, call it a gap but I think what we, wanted to tread new ground and so, a lot of the stuff whether it would be the G evangelist, journey and hooking up with singularity, University, and you. Know and and even some of the again self selection process, was, driven more by our own, a culture, and so I think, we deviated, a little bit from some of the guidance there only to be able to do it in a kind of a unique way that meant it. Was important a TV I don't know Calvin F yeah I know it's hard for anyone. We were moving so fast for consult to come in in our culture so we look at the adoption, side the non-technical side, we.

Really Did want to push boundaries and so I think it was hard to partner. With. Someone externally, when we were taking this like Renaissance. Legendary, type approach that, was a tricky for us so we kind of when. Our but we, did try to use as much knowledge as they had we did not want to make mistakes other people had had and we just didn't have that exposure so that was great and then I hope that they, took stuff from us that they can use another, yeah. For sure well we don't want to keep you from other sessions, but just two plugs there is a case. Study about a TV financial, related. G suite on the Google website so have. A look at that and also check out a PB alpha-beta calm, which is a site. Where we're talking a lot about the innovative things that we're doing in banking and so, love. You to connect, with us that way as well so Calvin. And I'll stick around for sure for any other questions but thanks for joining us.

2018-07-27 20:46

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