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is I'm just going to do a couple of introductions so I'm led Brooks of Oliver white and sat next to me is Paul Archer of Oliver white so our aim is to take you through this benchmark if you light of your integrated business planning or your snop or your sales inventory and operations planning process to help you understand where you currently are in terms of process maturity and potentially what you would do then to to drop into the next stages in terms of improvement so in the way of introduction just one statistic a nine nine out of ten integrated business planning implementations are not delivering the values of was expected so one of the things we want to do today is explore you know where the opportunity is for you your process against good practice and we would expect your in this session to be able to identify what's missing maybe what's going wrong and what would we do differently to release the full value potential and then clearly last but not least we believe that understanding the improvement opportunity is the first critical step I often say to people you know the problem is only problem when you see it as one if you see it as an opportunity then we can all get better and learn from each other so the agenda bit of context and overview a couple of a position in elements some value expectations and then we share the summary results what we've decided is after each question we will just share where people have scored so in terms of sales and operations and integrated business planning what I'd like you to do is just recognize that over the decades we've developed this process from snop in the early eighties through to this integrated business planning Yoh process where we get full supply chain collaboration etc in today's world and and recognize that it may well be that you sit in a certain place across that horizon and your snop process may or may not be an integrated business planning process so as we go through you may see that your process is still based around the design that was more to do with the new product introduction being integrated to the process more scenario planning or it may just be that you've named your process snop and actually you see that you do have an integrated business planning process with all its attributes so quick reminder for everybody so key characteristics of an integrated business planning process but it has those five elements of a full product review the looks at the portfolio the outcomes of that complexity etc but looks at the latest view of demand and integrate that with financials so we're looking at revenue sorry volume revenue and margin not just volume or not just revenue there is integrated them with a supply chain review that looks at the end-to-end supply chain as well as your supply points and again has a reconciled cogs projection and then has this integrated reconciliation process where we reconcile the latest views and across that rolling 24 month Verizon understand change and where we have changed understand the impact on committed plans and strategy and that those impacts form the main agenda for the management business review in terms of what decisions do we need to take so very quickly that is what we would call the integrated business planning process in terms of the business management process so in terms of challenge and really I'm going to go through each of these but what we're going to do during this next hour is really critique many of these elements so where are you with the right set of behaviors in your business that allows people to tell truth as they know it to come up with one set of numbers where are we with financial integration in every step where are we in terms of the role in horizon and we eliminated budgeting as a process are we managing numbers or are we managing assumptions so those are some of the the key challenges that we are going to set for you as we go through this presentation and look for your response in terms of where you think you are so I'm going to hand over to Paul and Paul is going to take you through some of that position thanks les it's the audience participation time coming up just just a few things in terms of the self positioning activity we're going to ask you to position yourselves against 12 questions so we're not looking for precision either from you or in terms of the questions we've provided but we're looking more principled so these are principled elements that we see very important in terms of broad integrated business planning we've carefully selected the elements that we're going to cover based on the experience that we've seen where we've interacted with businesses and seen their challenges and issues so hopefully you'll see the relevance of the subjects we expect you to score yourselves by by selecting one option so they should only be one option that you would relate to but you know ideally we want you just selecting one of those choices as we go through the topics don't agonize so don't dwell and agonize you should be you know pretty clear to you yeah we we sit as a one or two or three the logic behind this is we expect this to be thought-provoking so you know we expect it to be a process that you can actually go through now but probably more emotionally go through poster session so you should be thought-provoking to give you some topics to discuss and challenge internally you should give you some information to use to inform your discussions with the business your business colleagues etc and it should lead to action that's that's what we hope and expect you know obviously where there are gaps will you we would expect that to prompt action or this has been interesting but not useful we will share briefly we've got 12 to go through but we will share briefly the poll results at the end of each question and we're also assuming that mass is quick enough we'll also give you some summary feedback just at the end by way of wrapping up the session so hopefully everyone's ok and we'll move into the positioning question zone so first one then is the purpose of your business management process IBPS and OPP as i PSYOP whatever you call it so the purpose of our IBP process is to deploy strategy deliver the budget and drive improvement across the business so what we want you to do is in your world are you unclear or confused about the purpose are you clear on the purpose but not achieving it or are you as I stated at the top clear and achieving this so select one two or three will give you a moment to do that okay okay so we'll just share the result of that last majority clear on what you want the process to do but not actually getting the not achieving I guess and 27 percent unclear and confuse about that but we do have a couple of participants who are community even there so arranged but pretty much sure looking to find a way to make the process deliver strategy and private improvement okay next the next question then so it's about participants so IB P is the processed for running and the business so is the process for running the business across all functions leadership and all key functions are fully engaged okay so we have top management and all of the functions are fully engaged not just involved they are engaged in the process so for you then either the process is driven by supply chain with little ownership or contribution elsewhere participation to this participation is good from supply chain and the commercial team the plans aren't yet being financialized or three supply chain commercial and financial engagement is there but leadership are not yet participating or for as the statement is at the top we have all of this and leadership roughly engaged so we'll start the poll okay so we'll share the findings then gets almost 50% of you indicate that this is a supply chain owned process really sixty percent says well not not got financial integration but there is a quarter of you out there that say we have got full engagements and full involvement and so having the engagement is obviously a significant step good okay so this question is around behaviors on the right hand side of the slide you'll see the Elvis dog key behaviors associated to good practice in the process we'll give you a few seconds to read down that list and so then we're going to ask you to vote on this basis for you select one if none of those statements are true select two if some are true see like three if most of these are true four if all of these are true we'll start okay so we'll share the feedback I guess the overwhelming majority seventy-three percent says we've got some of these in place but we also have several of the the behaviors still to rue you get in place in the business and then 24 percent most of these are true banal so the key thing is to be clear on which ones aren't I guess yeah it's interesting actually just quickly observation you know that troop as we know it the removal of the budgeting process to be replaced by the latest bottom of plans for the rolling year and behaviors aligned many of those touch upon this issue around being unbiased with numbers across the business and so often we find actually that the bias piece is quite significant it's just an observation okay good we're gonna come back to bias actually you know in a few minutes so hold that thought as well next then the subject in the review process so these are the meetings we would say that the product meeting the product review demand review supply supply chain review creative reconciliation and management business review whatever your language is but in relation to the actual meetings where we come together to look at the plans and make some decisions around them so IVP reviews are well attended yeah typically have everybody there all participants are fully engaged so the reviews are not a spectator sport people come they're invited because they've got contribution to give both in terms of content but also in terms of debate and decisions presentations are minimal this is not about people giving nice eloquent presentations and going through hundreds of PowerPoint slides no presentations are minimal their sixteenth they highlight the issues and they embellish the subjects and content around making a decision I put 20 to 30 slides public and during the review most time he spent on decision-making so what are the decisions that we need to make arising from these plans but also then the vulnerabilities that are contained within the plans and any new different opportunities that we need to consider which we probably call out in some form of scenario planning your language may be upside down sign etc but but that kind of subject okay so well well-attended everybody's there everybody who's there is engaged they've got contribution they're expected to make contribution they have skin in the game in terms of accountabilities and responsibilities we're not spending that time on presentations we're spending our time on debate and discussion we're making decisions and we're looking at scenarios okay so for you then select one leaf attendance is poor and engagement is low so that two of the reviews are well attended but there's actually limited engagement select three where we have lots of demonstrated enthusiasm but too many slides and very few decisions you know typically you'd be not getting to the end of the deck by the time the two we or four hours whatever is allocated to the process as elapsed and select four if all of the above is true so we'll start the ball okay so we'll take the feedback on that then again I guess the majority around the actually people are participating in terms of attending but that there's not enough engagement and I guess the other 2% is saying there's not too many slides and too few decisions so we're not actually getting a decision making that the process really is designed to enable okay okay sorry we just got a question coming up about yeah it just appears that maybe we've got a couple of people where they're struggling with the speed it would appear that it may be the signal going out but we're only hearing that from one person's minute so so people do have issues over the timing in terms of refresh of the screens and let us know yeah I mean we're getting good fall responses so we assume the majority are on a device that's got you know reasonable okay so just just a brief slide to position the the next statement the purpose of this process is to deliver budget and strategy budget in the current year strategy beyond then we need to be clear on several things through this process the first is what is the top-down agenda so what is the budget for this year what are the strategic glide path and objectives over future years the second is that our bottom up plan are based on truth as we know it then compared to those top-down expectations and the third is that we would expect at the heart of our reviews and this process is their view of the gap that may exist in terms of volume in terms of value in terms of performance in terms of penetration in terms of share in terms of product launch all kinds of things but the gap that exists is the focus for us because that's what we want to be understanding what choices do we have that would enable us to close the gap and achieve the top-down expectation so slides really just positioning that each month through each review we are using the process to understand the gaps that exist so the next slide is relevant for the poll so the context of this the IBP reviews focus on understanding what has changed absolutely we need to understand what is different this month to the previous month but we should be able to do that very clearly very quickly in the first few minutes of our review actually the majority of the review is then more centric around what actions are what gaps exist and what actions should we be taking resources should we be deploying what should we be doing differently to close any gaps to the budget and current year or the strategic commitments beyond so hopefully that's clear this is action based private improvement review and process so for you then select one if you spend all of your time explaining and debating changes select - if you are debating the changes and then actually doing something but unfortunately that's really only about changing numbers to align to budget expectations or select three if you are truly understanding change but really focusing on gap closing actions and activities to deliver the budget in the strategy okay okay good we'll share yeah so I guess 75% of its not really good at this clarity around this being really fun centric around the gap closure and driving the improvement to ensure we deliver budget and strategy through the process fifty percent really of you're spending your time just talking about the changes which we see a lot so that kind of reflects the a normal distribution for us actually I suppose the twenty six percent that are saying this is this is true that's quite an impressive we don't we don't we wouldn't normally see twenty four twenty five percent off and survey and doing this that's good okay next one so now we're going to talk about the planning horizon for your process these are really we're moving through characteristics and in this the context of this question is the planning horizon that you have across the process so relative to product plans demand plans supply and supply chain plans financial plans which are integrated and the top to any other associated business plans crown inventory or market penetration etc so the planning horizon of the process is twenty four months plus adequate time and emphasis is allocated beyond the current year selecting is follow so for you we only make our plans for the current year select one select two if you make plans beyond the current year could actually you don't review them so you've got data and numbers beyond the current year but you're not actively reviewing them and included in that is you know maybe you haven't got clear clarity around the strategic agenda so you can't compare latest plans against next year's expectation and then select three if that statement is true of you in your business good spotless okay so we've shared the feedback we're getting very good participation so we're getting a great percentage participating thank you all so vast majority got plans beyond the current year how our practitioners and professionals in the functions are doing a good job of creating plans out beyond the current Verizon the current year but we're not actually focusing our review meetings on that horizon and obviously the issues around that around making change in responding but also making decisions that do good for this year but actually don't actually do good for next year and again I think you know just again our observation is the sooner that people have confidence in the short-term and move into planning more with a more focus on month 12 to 24 the better the ability is to drive change and have more of an impact versus finding out six months or three months at the budgeting point in a year that there is a gap in next year which then obviously reduces our ability as an organization to make change and implement that change quick enough so this is really the yoki that we get out to that 24 months and we spend more time focusing on year two absolutely so next next positionings question then is around integration so this is all plans so that's our product management plans our demand plans our supply chain and financial plans are fully integrated such that there is one set of numbers so all of the numbers align match and we're not making different plans that don't reconcile or balance across any of those areas which means we've got pretty definitive Dover's and integration management points that ensure that we're pulling in all the product changes the latest view of demand and how supply is actually responding to meet the demand plan okay so choice is then for you if demand and supply pans are the only ones that are integrated select one if you are integrating demand supply and financial plans then select two if you have full integration and therefore one set of numbers to run the business with select way okay so we can share the poll results yes the majority 60% really using the process just at this stage anyway just to integrate the blinder man so 26% you know good step up really have got financial integration so at least they can consider the financial consequences in reconciling their plans and for 14% and would have one set of numbers operating in their business and again common y'see I think it's again important to recognize when we talked about that journey to IBP that demand and supply balancing is an essential part of that journey because bringing demand and supply into balance in the first instance stops us from spending too much time in the short term but then after that focusing on the integration of product portfolio change introduction change and delivery along with the financial starts to drive us to a business agenda so absolutely we do expect people to bring demand and supply into balance first so that they avoid too much of their time being spent in short term disruption okay let's move on to the next characteristics and this is the fact that we don't just create plans and number based we actually determine assumptions and then from those assumptions were able to be clear what the numbers in the plan should be so this is about how you use assumptions in the business to underpin explain and support your plans so prime numbers are supported by assumptions that that are documented and they're owned so it's assumption has an owner those assumptions are maintained by maintained we mean maintained for the current year and future years so we might expect the same assumption but different value for that assumption for this year versus next year we also expect them to be kept up to date so as things change whoever is the owner would be maintaining the validity over time of that assumption so for you then select one if you have some assumptions but no formal management of them till then two if you focus on the numbers and then make the assumptions fit them and select three if actually you do have or the statement at the top is true you have one numbers that are supported by assumptions and they are documented they are owned and Mail maintained okay let's just look at the results of that so 70% so we have some assumptions but no formal management I mean I guess that's a key point for us this is fundamental in the reviews if you're going to really you know engage and enable the process then you need to be talking about the assumptions not exclusively without looking on the numbers obviously but but as a priority as a pre-emptively of the numbers and in order to do that and drivers their value of assumption you need some management structure to them we're often involved in helping people define and structure the database for management of assumptions and integration and connection with the plan numbers okay good so next characteristic so we're gonna bring some terms with be explicit about them you may use these words in different ways in the business I'll try and be as clear as I can so the characteristic we're talking about here relates to vulnerabilities and opportunities so funder abilities that are in the plan so our latest plan contains these vulnerabilities and opportunities so opportunities to improve the plan that means they're not in the plan they're there on our agenda we're looking to try to realize them but they're not yet included in the latest plan bottom-up so opportunities to improve the plan are documented and we have action plans that have been agreed and are in place to mitigate the vulnerabilities so we can all look at the plans we can monitor our progress we can apply corrective action if we need and we have action plans in place to realize the opportunities that we've selected to work on and again we can monitor those plans we can review progress we can manage an expected time scale and we can take corrective action so your process has a prime number it's a planned number contains some vulnerability we call that out also outside of them over and above that those numbers we have opportunities and we manage those in a structured way so for you then select one if you don't do this select two if we if you do have opportunities but actually the minute we talk about an opportunity it gets baked into the plan in order to make the plan as big as we can make it you know and I guess that's before we are ready to commit to that opportunity having the level of certainty for us and then select three actually it's true you manage for abilities and opportunities in that way okay so let's look at the answer we get so 43% the majority don't do this and 30% of those who you do do it we do see this a lot the minute we disclose and opportunities like a brain spill and the gets built into the plan rather than that's formalizing doing work to actually get us to a point ing to the plan but a good twenty eight percent so that you do do this good I guess you're just finished that if you know one thing for sure you know that we see this process as a key way of driving out the biased behavior because it allows people to state what they believe in addition to what they believe is the commitment and then for that to be managed throughout the business and be visible so it allows scenarios it allows people to say I believe in this opportunity however to achieve it I need to do this this on this so that's very fundamental to removing biasing plans now we had a question against the last question again sir last section and it was actually about somebody was saying I'm curious how sorry what what would be a benchmark in some industries regarding the planned integration now yeah yeah to be honest with your think I wouldn't say there's a benchmark because such but what I would say is that there is variation by industry type so if I looked at an engineering business then often the integration of products to demand and then supply isn't as good as it should be because their nature is more engineering in in terms of marketing again within that context Marketing tends to be less integrated in an engineering organization if you look at a product leader style business so an either may be a pharmaceutical then the willingness to share certain information that would give good integration so new product launches margins tends to be a legacy related issue that requires trust and a process to allow better integration so so in different industry sectors we see different levels of true integration and they typically have to do with the nature the historic nature of the business and what the business in the past would be willing to share and integrate now of course part of this process is about moving forward to being an aligned business across different functions versus a functional and vertical business now that takes some doing because the opportunity overcome some of those boundaries and hopefully that gives you an answer there's no such thing as a precise benchmark but from our observation you do did see different behaviors in different styles of business ok ok good so move on to the next one three more to do so this characteristics then is about the level that you are planning at so I'll read the question so well detail is required in the near term for execution activities so in the early time horizon we say typically twelve weeks we would expect plans to be at a detailed level ie maybe even item or even the dancers too dependent on the on the world that you're in but IBP plans are developed at an aggregate level so further out than that execution arisin we are making our plans at an aggregate level and that that aggregate level has been determined as being most appropriate in in order for us to look at the plans of buyer specific segments in terms of analysis and also probably in terms of value consequences so premium value products or or sectors okay hopefully that's clear so for you then we if you always plan at the detailed level then please select one so for the full ERISA you plan at the detailed level select one select two if your different plans are aggregated so we actually plan at an aggregate level in product demand and supply finance but the grouping definition so the aggregate level we plan act in each of those functions and the characteristics that we use to group in product demand supply plans or difficult some cases impossible but difficult to translate across the function so trying to relate that the different plans together is a is very difficult and very challenging hopefully that's clear and select three if the statement of the top is is true so you do have detail in the near term you've got aggregator plans and those plans enable you to look in terms of segments and value relatively easily in a fully integrated way anything very good at this now we see the we've seen the polls going in very quickly and a very good 90 percent voting okay so I mean those of you who are wrestling with this trying to find the the optimum level to plan that in terms of aggregate you know over what her eyes and you need to look at it and then how does the view of the market plans fit with the internal view supplies plans this would be quite a natural question for you those of you who want at that point or or you know are unclear in terms of wrestling at that level then may not be so clear but fifty-one percent have got the aggregate plans but not able to easily translate them across the various functions a twenty four percent of you always come at the detail level that's challenged and four twenty four percent of years through good okay so to performance topics to finish on so terms of performance leg demand planner accuracy from accuracy of our demand plan in units quickly not in value so this isn't about you planned fifty million dollars worth or euros worth this is the volumes that you planned is measured so we're measuring our accuracy and we are continuously improving it we're not pitching a number of percentage of accuracy we're simply saying you measure appropriately and you are continuously improving your demand plan however we are in this statement saying buyer in all plans has been eliminated so you know we are not continuously I was dating or we're not continuously understating because that would normal circumstances leaders to act to address and if it is being sustained then we see bias has been behavioral so so bias in all plans has been eliminated okay and select one then if accuracy is still volatile and bias exists so you know we're not got accuracy on the control we're not at that continuous improve state you know we get some good results but we're just as likely to get some bad results I've got volatility there and bias still exists select to if you've improved accuracy but bias still exists so we're still overstating or we spin on the state ting in some elements of our plans and finally select three if the statements at the top is true okay okay so thank you for that good participation fast response so I summarize this as being 90 percent of you still got bias in your plans and you know that is something that it gives all kinds of problems sure you know them across the business I mean it's something that really doesn't need to be addressed it's behavioral and you'll see some of the tools techniques approaches characteristics that you will need to address in order to take out bias as we've gone through this survey and lasers already talked about a couple of times so you know 90 percent still have bias good here we're just looking mister and so let's deal with a couple of the questions there's one from from Dave is bias we move automatically or behaviorally oh I think automatically then because demand planning as a process should be statistical then it isn't something that you can automatically remove it it becomes a behavioral issue now often the behavior is set by negotiation ie a number that I believe in versus a number you want to see and hence dependent on who is applying that pressure then that will obviously either inject or not a bias so the the challenge is that often people do not have that process of opportunity and vulnerability that Paul talked about so if I believe in a demand planning context that the outcome will be a thousand but I see that there is an upside opportunity the dilemma is do I put the thousand and just wait for the opportunity and if the supply chain people can't achieve it then blame them because at least my boss won't expect me to deliver the opportunity or do I put in let's say 1200 which includes the opportunity but then get blamed by supply chain and Finance for having a bias that's led to extra inventory costs so the challenge for us is you have to have the opportunity vulnerability process and you have to then allow people to tell the truth and encourage them to come up with how they close the gap buyer action against those opportunities and vulnerabilities so so that would be a key thing that we need to achieve there yeah and I hope that the the polls that we've done so far indicate to you things to do to tackle bias that really is behavioral and you know it's not just one solution but needs to come from having good practice across back the overall process and then an ad with will ask answer one of your questions the first one we could probably send you some benchmark data on the second question is it possible to plan at one level in the short term and then at higher levels in the mid and long term absolutely yes I guess one of the things that technology has enabled is for us to set up hierarchical data structures where we can plan up the aggregates and disaggregate down to detail at different kids throughout time and the different levels within your family hierarchy now always finance would be at the top of the hierarchy for the financial outcome the next level down would be the sort of highest family level and then you might have a sub family and then detail so systems allow us to build up then an understanding of aggregation and disaggregation to suit that and systems have changed vastly to allow us to do that in supply chain as well as in demand planning so yes the system capability is there obviously we can't speak for every system but of a good number that we know most of move towards that process ok so I mean on these subjects are very important and clearly very important to a few of you you know in this session we haven't really got time to go into all the options and alternatives but if you want to know any more then then please just make contact with us and we'll help you understand better that specific subject ok so the last poll question end of the bed on performance so key then all plans are based on demonstrated performance and proof as we know it so demonstrated performance says we've got some measures we know what's happened in the past why would we expect something different to happen in the future unless there's a very good reason we'll plan the future based on the current performance and truth as we know it which we touched on throughout the polls really which is we view we are honestly bringing what we believe is the most likely outcome and we've got some logic that enables us to believe that we know this to be true so some measures or some documentation or some marketing terms and things occur so quite an attainment you know proper in the areas of product demand supply and financial maybe even inventory etc so plan attainment performance levels are reviewed and continuously improve it's important to to maintain and improve plan attainment in this process so we have more and more confidence in the plans that we are agreeing and in the results that we're expecting so for you then select one if you don't measure plan attainment celeb - if you've got some measures in place but actually we're not applying continuous improvement to drive improve performance in this area select three if the statement at the top is true okay thanks that's just share the results so 75% we got measures in place what some measures in place but we're not really driving that from rigorous improvement terms I mean I guess seen here what that tells us is is this important enough to you because if it was then you would be driving that rigorous improvement obviously challenges go with them but overwhelming majority in the area so we pulled all the polls just going to pass back to lace just to try and summarize that and then we'll just try and give you an overview in terms of some kind of summary around the poll some taken yeah that's great thanks Paul I guess just finish it on that last question we what we would expect is proactive measurement so once we see that something is outside of the tolerance limit that is set by leadership that proactive measurement actually says that the next session we come with what are our three biggest issues what are our three best solutions and by when will we implement so that we have a different conversation so we're having a conversation that shows that we understand and that we are actually going to improve versus just a dashboard that we look at so that's what we're looking for in the process so in terms of common pitfalls I'm not going to talk through the complete list you can be looking but lack of ambition for what IBP can be used to deliver it's about ensuring the processes not seen a supply chain and one of the key areas or go to first is it often commercial see this as something where the supply chain team have band on the table for the last 15 years or more asking for a more accurate forecast often people see this as another bang on the table and a different way of getting there so what's really important is that people see the true value in understanding the integrated gaps against future plans and how is a business in an integrated fashion we drive for the best solution so that's really important snop is seen as an added extra to the way that business is run I mean from our point of view because we want this to be the business decision-making process we'd like to feel that people were able to move away from the ad hoc meetings to ensuring that the process encompassed all of what we need to do so that is important that we we do that change is seen as something that is incremental I think hopefully everybody will have seen that this process is really about changing behaviour and not just the people that work for us but us so actually ourselves and the way that we ask questions good example being here with one client recently is generating a lot of success somebody happened to ask for a few of an old would report and what they actually signaled to a number of people in the organization was that person didn't believe in the new process and they wanted somebody to go back when we actually corrected the issue who the only reason for the question was that that person wanted to show the improvement of that the new way versus the old way so it does take everybody working on change together and having that common vision of where you're trying to get to the final one they're around slow decision making if you're a matrix or a business then you have to design this process around your matrix so that the whole process still runs in a monthly cycle and decisions are made in terms of what this is not there to do this is not there to make decisions about the next 12 weeks that is typically your demand and supply processes that are happening in the short-term that are still that decision making however quality of the short-term will be impacted about by the quality of your planning of the medium to long term so if you get the short-term execution piece right you can spend more time than the long-term and absolutely you can make decisions as and when and as quick as you need to so the last one visual and then we'll share the overall findings is change is at the heart of this process and it would be wrong to say the technology would deliver a solution here as well as it would be wrong to say that just developing the process would so this is about a team of people around leadership becoming committed and understanding what this means to actually enabling a group of agents of change for your organization that understand the behaviors understand the process but also understand what you want from technology and then a piloting approach to leverage and drive to that gold so it's important to recognize you know that there is a proven approach to this if you follow that approach success can come quicker and that's a message I remember this is about people and process and how they behave and then the integration of technology in that order okay so we're right at the end but just just what we've managed to assemble in terms of the feedback so just some perspective over 102 the participants brilliant thank you very much 90% plus participation in the polls fantastic thank you very much we hope you take value away remember at the beginning this was about go do something with it a key messages from the polls I guess you know even if you've got the purpose you actually need the group to be focused on the purpose during the review meetings leadership need to be involved in the process you need to be formal more rigorous around use and application of the ian's structure your opportunities and vulnerabilities that will have greatly with buyers which the overwhelming majority say still happened in their plans so you know they would be key takeaways if you do want to actually see a summary of the information that we've that you've contributed during this session it's it's really been all about you so you can ask us and we will send to you you know an overview of the polls and how the percentage were played out we're very representative and very mixed group there were some specific questions related to industry you know obviously we can elaborate industry by industry but not really first as well the whole population on on one specific subject beyond what we did we've enjoyed ourselves a few of you very kindly commented that you've enjoyed yourself because you know these hopefully has been a bit of fun but there's been a purpose and we hope we've met that purpose for you so for me thank you very much and for me as well thank you and obviously we look forward to another webinar where hopefully we can share some more knowledge thank you thank you