Travis Hahler is an expert in change management, organizational effectiveness, and business transformation. With +9 years of experience helping Fortune 100 companies from varying industries and across the globe go through large, strategic organizational changes, Travis brings this expertise to our Google customers as the Americas Change Management Lead. Travis holds a Bachelor's Degree in Psychology with an emphasis in consumer behavior, business management, and neuropsychology and a Master of Business Administration with an emphasis in management, organizational behavior and theory, and accounting.View the profile
Finn is a culture and transformation specialist, focused on helping customers make the most of the Cloud. He is particularly interested in the psychology of behaviour change, leadership, and team effectiveness. Prior to joining Google, Finn was a management consultant where he helped resources and utilities clients prepare their leadership for digital transformation.View the profile
About the talk
Inspired by fail conferences where entrepreneurs share their biggest mistakes and what they learned from them, we use role-play to describe situations that you will inevitably encounter (or already have!) on your journey to a successful G Suite adoption.
The Welcome to our session called how to Ace your juice with adoption before weekly call if we going to introduce ourselves. So today session is going to be delivered to you by send me a chance and culturally biased in London by Travis who is America's changing cultural is based out of Chicago add myself. My name is karolina. I'm part of any attention culture team as well bison, London. so I'm Basically, if some if some of you were looking for a session how to
bump your juice with project don't worry. It's exactly the same session simply two sides of the same coin before we could call if I just would like to ask you how many of you have been to a fail come from? Few people akeso, I explain the concept so far conference. It's an event where enter printers sure their biggest mistakes and what they learned along the way. Is very centered around the mind-set. That's the best way to progress is to try and of course when you try you
don't always win. So it's that Troy and learn approach. I weigh station take a similar approach and in a sense that we will share with you. Some of the Keeney stay with scenes with experience and was hurt in the past this week deployment. So before we jump into exploring some of the major reasons why G Suite project can potentially fail. We would like to highlight one assumption. We are making we are not trying to put lipstick on a pig. What I mean by
that is that the solution that you are deploying to your users should Pizza. In a nutshell. Hold the overall experience for the user should be truly an improvement of the siege of the current situation. That's one exemption that I would like to highlight and let me tell you what the best looks like. For example numerous security layers on top of G3 that it's even hard for people to login sending encrypted emails and other one could be poor network connectivity.
Yet another one and that's something we seen less and less so but still computers dating from the Stone Age with very limited Ram. So it's very hard to navigate from Price Tampa. Okay. So let us be very clear here, even though in do in all those examples, please sweet. It's not the root call of the issued the overall experience for the end-user is deceptive. So change management in this case will not help. We need to make sure that we've got a structure change management for all their tactics. But in this particular case the overall experience for the end-users is going to be very negative.
And in fact if your solution is a pig putting a lipstick on that will not make you embrace it it will make the situation even worse cuz they will feel that you're denying their pay. Okay. So basically what do we doing this type of situation? I we would highly encourage you to act together some of the keezer's listen to their feedback rework the solution and ask them. What do they what do they would actually use that solution as is even majority of them would say that they wouldn't make us
switch. Our advice is to basically speak to your project sponsor. Think about another solution that you could put in place reward the solution and even pose a roll out. To deliver something even better in quality. That's our key advice. So with that moving on to the number one over to you Travis. Alright, thank you. Carol mention. I'm Travis Taylor and I lead our change management efforts from our Americas region located in Chicago and I'm excited to be here today
because I have failed a lot. So I'm trying to share that with you and hopefully you won't fail as much as I have or any of us and you can use this to make your programs even better and stronger and faster and roll out. Let's get right to it. It's our first common misconception is that a g-suit project is mostly technical. We often run into sponsors who believe that g Suite deployment is like any other it deployment that they've encountered which is that you want to Simply deliver a terrific. It deployment end the play the technology in a way that works. This might seem
reasonable from the beginning but where this causes some issues is actually pervasive As you move on with the project and that is that people will believe that the technology is the most important part and they won't She worried about anything else. So you're setting that president of front that you know technology is the most important piece. So what will happen if we continue down this path? It's a good thing to be focused on the technical aspects of a deployment. We obviously want the technology to be implemented correctly. However, if we put the technology as the only piece of the
puzzle that were focused on and the only thing that matters will miss out on true transformation and cultural change within your organization. So this technology first mindset is common. When you have a key sponsor who comes from more of an infrastructure side of it with that kind of background. Typically the technology products that they would have been exposed to are highly technical with limited interactions with end-users. So these are things like major Telecom upgrades on data center migration and other such programs, so not a lot of end-user involvement.
So the focus is only on technology people will perceive G Suite as just a replacement of an existing technology. People will not reimagine the way they worked today, but expect it to work in the exact same way tomorrow. So you'll get resistance that will occur in the form of a one-to-one functionality between platforms when there's not an exact one to one match between the platforms that you're going from and to business Executives will not be engaged with this type of project because they say this is just a technology project. Why should we all be engaged? Let's just engage it
and they'll provide limited resources in terms of people and terms of funding especially when it comes to training and communication because they won't see it as an end-user impact. So what should we do instead great to talk about what we shouldn't do. What should we do? If you're like Austin you're convinced that g Suite can actually change your culture and your organization. And the way you work. I need to address the two other dimensions of any project which are first the people side of change which focuses on the cultural changes that need to occur to adopt as well as enabling people
to be prepared for the transition. And the process side which is actually the structural definition of how people do the work that they're expected to do on a daily basis. So this is where you actually have a chance to redesign the business processes and address pain points that people currently experience today. Do you need all three of these. Actually create that magic in the middle, which is transformation. These areas are important especially in a g Suite project because the scale of the impact is staggeringly different from a regular IT project. That's not really touching the
end-users. So compared to a CRM or Erp rollout G Suite project is going to touch everyone within the organization. So this is why did you see project is one of those rare projects that actually touches every department. So all of our business leave should be concerned about it and actually involved in the process. So in practice, what should you do? If your sponsor remains focused on a technical aspects and not actually wanted to focus on people and process first change the narrative from being just their perspective to being the broader perspective so ask,
why did the company decide to go g Suite this pulled it out from just one person's opinion to why collectively did we decide to make this change? I know get the reasons why all of the executive is actually chose G suite and likely you'll hear words like collaboration agility Innovation culture. Those are what we hear all the time when we talk to our Executives. So once you shift that narrative and you've gotten that response, this is actually your opportunity to tie in the people and process as he'll ever achieving those goals of companies actually set up. So
let's play this out for a second. Let's imagine that we're in this conversation with our executive sponsor and we just asked why they went she's sweet and their response was to become more innovative. So the response to that would be okay. So you want to be more Innovative a culture of innovation is one of ideas. So, where do you typically have your best ideas? Is it in front of your mailbox, or maybe looking at your calendar? I imagine the answer to that is probably no because most people do not have their best ideas looking at their calendar or managing their mailbox. So we work together
collaboratively to create a kniterate. So if we only focus on the technical you'll be able to roll out Gmail and calendar no problem and people will be forced to use it because you have just moved them on to Gmail account her and I'll learn how to use it because they have to but G Suite is much more than just email and calendar and the true power of juice 3 comes from the ability to push people to collaborate and work in new and innovative ways through Drive slides sheets and docks. So if you only focused on the technical part, you're going to miss out on the
Innovation, there won't be an innovation actually happening within the company. So you actually innovate and use G Suite to meet that goal. You'll need to actually reduce the number of meetings by using the collaborative platform that she sweet is And people can actually collaborate in real-time but changes the culture and the process of how people interact with one another. So to get to that point we need to focus on driving adoption because not so much of people just using it. It's the fact that they actually have to understand how to use it. And we need to focus on actually providing the
support to the people to be able to work in the new ways and actually learn how to use the new systems that were using. When you get to the heart of the reason their company is going gsuite. It's easy to point out the people in process side of the project and have that conversation with sponsors. So the second piece of of our fail number one is that focusing on only technology completely leaves out people and also means we're focusing on not focusing on overcoming resistance and driving adoption. So
focusing exclusively on technology fails to acknowledge, one of the key elements of human behavior, which is we're really bad at changing our own behavior. But the fact so in fact, the only psychologist to have won. The Nobel Prize is is a guy by the name of Daniel Punta Cana men. He won for his study of biases and one of the pervasive Trace if he found was that humans are lazy and are mine will do things quick and easy if it can that is the way that we conserve energy. It's the way that we actually drive ourselves through Fridays. Imagine if you have
to think about brushing your teeth every morning be very exhausted to even get out of bed. So we'll look for the path of least resistance, which is how we've done things the way we've always done it. It's easy. It's quick and it's simple for brain tax you do that. So in that case natural adoption, which is where people just adopt something without you really having to do anything is probably not something we can expect from a company of this size and scale, right? So to prove this point, let's look at Moore's adoption curve and experience shows us that populations Bread on this car are
according to a couple of different groups. So you got about two and a half percent that are considered innovators and innovators are people who they want the latest phone they're the ones who fully automated their home their driving electric car. I see if you smiled so if you probably recognize yourself as I do myself there the people that you know, they're really on the front edge of things and they really want to be involved in everything. That's new and exciting. Our next 13 and a half percent is what we call early adopters. So these are not as you know, how far along the
curve as are innovators, but they're still ahead of the curve of most there's simply just a little less nerdy. Shall we say? Now what do these groups have in common both of these groups measure their personal worth by how much in advance they are compared to the rest of the crowd? So to them they want to be in all the trusted tester programs. They want to be in the early adopters programs and they're incredible candidates for those because they're very cool with flexibility and failure. So they will enter 8 and they will pass then they will stress systems for the point of them failing
and they're just fine with doing that for this reason. You do want them in your early adopters face because they'll be those people who will test your system to make sure they're working. However, you don't want only these people because you're not getting the full perspective. So the rest of the population that other 85% they value stability over that novelty that are first two groups value. So these individuals will either be reluctant or resistant to the changes and you'll actually require change management or some form of intervention of some kind to push them over the
edge to actually change. So that's a big piece of your organization if we only focus on technology and we don't focus on people in processed. We're essentially only caring about 15% of our organization. The other 85% is still there waiting for something to happen to make them change. So what do we do instead? We as leaders and voices of change within our organization need to get more comfortable with the fact that people will resist change. It is natural human reaction. So you are reacting in your most Basic Instinct to
resist a change on you so we can't do anything about that but we can actually anticipate that resistance cell by building a strong case for change. We can anticipate that resistance and help people overcome it so things like giving people the why of why we are changing providing opportunities for your employees to learn about G suite and the new ways of working. Address for user groups as unique and plan for their specific Journey Don't just lump them all into one big group and hold open Q&A session to leverage top Executives to drive
participation. And finally create an FAQ list and don't just create the standard FAQ list, which is like what are we doing? What is g Suite Etc do the hard question because there's questions out there that people will never ask you but they'll ask themselves and we'll ask others around them, which makes it difficult for them to adopt because no one seems to know the answer to it. So that kind of move this into our next fail which typically occurs after I kind of kicked off stage as we move into our stakeholder analysis there many different ways
of doing a stakeholder analysis, but what it boils down to is making sure that you know who needs to be involved and when for your project so this brings about a typical conversation around exact and how to engage them and typically this goes in three ways first response is usually our executives are under the gun and to get this project done quickly. I need to be focused on actually delivering the projects so we shouldn't bother them. The second is schedules are so difficult. It'll be hard to even get 30 minutes, which is that really valuable. Should we just move forward? And the third
which brings us kind of back to fail number one is I don't think we should really be bothering Executives for an IT project. So what will happen if we don't involve our Executives? I think it's a pretty easy one. But do you think any real transformation can happen without executive support? The answer is no no transformation of any kind has actually really happened without some form of executive approach support. So if you want to truly transform the way you work and the cult River Company through a platform like G Suite you have to have support from Executives
because Executives play free critical roles in a project like this. The first is the help you acquire resources, so that might be people or budgets and they have the ability to actually do that. They have the poll tax you make that happen. They create alignment especially amongst the different Executives who all have competing priorities and their own agendas. And they can be the face of the change so they can be active and visible to the entire organization and they'll be seen as walking the talk, right? So now we determine that we do
need to bother our Executives. What do we do? So there's a quick exercise known as a sponsor. Keep out that can help you to identify what Executives and leaders you need to engage in how it might sound a little complicated but it's something you can actually do on the back of an envelope. It's very simple. So the goal is to identify the key people that you need to gain support from so obviously this isn't your entire org chart. It's just the most key individuals. So your first task would be to make that list of all the people that you think have influence on the success of your project so might
look something like this. Next you're going to assess where they stand and color code them. So if you have a dream that means that they support the project and they play the role that we've already mentioned. You don't need to worry about these folks. They're already in your back pocket. They already are on your side. Orange means that they support the project but they don't always play all the roles of an executive that we would expect them to. Red would be opposing the project in general and gray is the really don't have the information to make an assessment at this time.
So once you've actually color coded all of them, you can create your action plan. So you want Taxi focus on just the orange red or gray because the green ones you've already got so if you're talking through your orange bucket, you want to have a conversation with those individuals on what you expect of your Executives how they can help you how you can coach them etcetera. If you're talkin about red-bellied to figure out how you can change their mind or who can actually influence them to become more of a supporter and gray means that you really need to meet with them immediately so that
she understand where they sit so they can be a supporter. They can be a resistor. I'm you don't really know and that can be kind of a scary concept when you think about your organizational leaders. So let's look at it one example from this chart if you see the Vice President of Operations on the right hand or right hand side for you. We color them as gray meaning. We don't really know where they stand if you look below there actually overseeing about two-thirds of the entire Workforce of the company. So that's a pretty big red flag and a risk your projects.
Right if two-thirds of your organization is overseen by someone who you don't really know where they stand on this project. So that means you should probably get a meeting on the books. They immediately to figure out where they are and how you can actually appeal to them. So when you think about exactly there's any start falling into that bad habit of not wanting to bother them. I heard you to either push ourselves or others around you to rethink that position person. I don't feel is bothering your Executives. And if you appeal to them with the fact that this change will affect all of
their organization their people and it's an opportunity for them to change their processes and enhance the culture many of them will be happy that you bothered them and glad to be a part of it and it's really important to get that executive sponsor by in but many of them are actually interested in making changes in their own Organization for the betterment of the company and of their own areas of business and with that. I'll turn it over to Finn's Taco Bell number 3 Actos so I'm spin my background is in Psychology.
So this failure by Behavior changing a UPS killing people is something that's really close to my heart. And I think for me this failure is all the parts avoiding the temptation to see training or something. It's a nice to have it can be an option of either last the end of the project or can be the scoped when budget constraints in their trailer. I think this comes down to a couple of Misfits conceptions first is that training can be expensive when it's not done. Well, sometimes it doesn't have the impact you wanted to have until when budgets get tight. It can be
the first thing this cup. The second I think there can be a perception that hey this isn't just female right? It's going to be easy to use what training is actually required. I mean, I think these can be exacerbated by potentially a lock of collaboration with HR Learning and Development. He may have existing resources, which can be leveraged. What happens when this failure occurs? I asked Travis Mansions people are just really bothered learning new skills or or change in their own behaviors. I've been trying to learn check the last 7
years. I know about 50 words, so I'm not getting on very well the structures of the structures in place to reward myself for doing that new Behavior. So I think we expecting people to work in a different way, but you're not providing the rights structure and support Horizon. He wants people will end up doing work in the same way just using a slightly different set of tools. You're not going to get the impact that it's impossible. So, how do we how do we get her on this Earth? I think about this with customers I think is really the challenge. We puts it in his two
base grinder and specific aspect, I think in the history of learning or in the history of really a nice Worth apartments. No one has ever said you knew your audience to well. That's the first step for us is to really dig deep into what the audience needs we use his wee-wees it too cold and personas. It's a technique from design thinking for marketing and it really helps you move from thinking about the audience is being An anonymous group to a series of individuals. I pursue with a
Persona you fills up almost a portrait of this individual and what they are learning needs are and what their emotional reaction might be to this change to get really specific about what they need from you between 4 and 7 personas for your audience. I got it just helps you partial dance in different groups. So the executive assistant population would have been very different set of learning needs. Then not of your sales managers, for example Once it once you've got a stats I want to get a sense of who your audience is. I think
the next level of granularity is to build some training pass for those personas by train is a Thompson learning roadmap. So, how do you get Persona a from working in this way to working in the way that you want in the future? What are the key learning needs that need to be along the way? And then I think the starting point is to develop an appropriate training mix visible. This can be a bit of a funny one because I think Lots of people when you hear learning you think it's face-to-face training. It's sitting in a classroom context learning from an
expert. Actually Sue when you look at the past practice from the learning industry. There's a lot of talk about the 70-20-10 rule, whereby 70% of learning Poppins on the job 20% of Narnia Hopkins through informal ways of learning either through peer-to-peer coaching or mentoring and actually only 10% happens in knots formal training face-to-face contacts. I think the 70-20-10 rule is a really useful friend to put on top of your training pots say right what are the learning needs which we can meet
through informal ways of learning. What are the learning needs which can be learned on the job are some of the real pain points where we need to focus our efforts through formal Learning House on this touches on the last point, which is training people on the use cases for the training people in the moments that matter the really gnarly problems that they are going to need support. an increasing body of evidence from Adult Learning psychology that shows targeted learning interventions really focused on the specific problem are more effective way of changing behavior
in the long-term rather than taking everybody out of the business for one day. She experienced which takes all the time and it's expensive. So I encourage you to think about going through this kind of chain of granularity to get really specific on where how and what you need to get up and walk people need support for Okay. The next failure. I think it's a little bit related to this. I think it is again. There's a temptation to hide everything away in one until
until something's ready. And then you really shouldn't say that we're ready to go. Here's this new thing. That sense of Thai. Doesn't really work. It works for Penn and Teller if you're trying to land a big Behavior communicate here trying to land a big Behavior change across the organization is not going to work. When we when we see this. failure happen It kind of typically looks like this. There be one really well-crafted email send died from typically the executive sponsor
on it was good, but it's got a subject line, which says something like important. Please read these sweet transformation that there that long and then when you out on some of the other problems that we seen it it sent from a single email address to poison to people. It looks like it could be a phishing scam. What happens when you when this kind of fruit is used? There's noise and confusion people have questions on Sims not true. You think about the fact that it's people are busy and we're really by the change.
I think that one ain't no telling us something one piece of real important information to make a big difference. It will cause noise and not noise means that the project team has to scramble at the last minute to get more messaging Arts. So you can start pulling in marketing Communications L&D Decay say, let's get our message out about this thing not last-minute scramble at the ends leave the audience feeling as if this the point of being sprung upon them as if it's something that's being done to them rather than in collaboration or with consideration about what they need. So I don't
think it's a situation if anybody wants to be in. When we think about its we work with our customers to think of bytes Communications. We kind of think about it from a top done on a bottom of perspective. From the top down perspective thinking about the messaging other than the campaign that you want to go out with it's really tempting to go straight to the heart place things are going to be different to the Future. Actually, I think this mess is a trick which is to stick stop buying and take a step back and paint the picture of why this change is important. If you haven't seen Simon
sinek's Ted Talk on starting with y. I would really recommend doing so he's a really good articulation of the importance of painting the picture of the vision up front. What is Elijah do not form to articulate the benefits of this change for the organization and for employees themselves? When you start to layer on the audience personas that you've got inside messaging you can actually start to get quite specific and created with some of the columns that you go out with. How can I add something to think about from messaging
perspective for me, delivery perspective We kind of think about the three arms. So there's the moment the medium on the messenger. The moment is all about the timer. When and how often are you going to tell people give people this information? The medium is about the channel mix that you're going to use to meet people where they are. So they got it at information. And then the messenger is making sure that you got the right combination of folks are going to be spreading up message for you. That's the kind of coral
Authority solids-cones approach and often should you tell people about the exchange communication going? I don't think we've got a single right answer. I think the rule of thumb that we can't work with. The customers is the realest which is an old marketing outage that if you want someone to do it, you have to tell someone something 7 times before they will do something with that information whether that's needs to be 9 times in a world where there's increasing digital noise. So
that's up for debate. I think it's it may trigger concern for some that's over communicating. We're telling people too much. I think in this context is Daphne better than under Sharon. South Korea service think that's the only ways do we think about top-down communication? If you rely on just popped on communication, I think there's a risk that you are disconnected from your audience that you're missing a feedback loop that helps you get a sense of how I think and I think this is where the the rule for
really well structured well-managed Champions Network. We think about a compass that works almost as being like a tree. So at the bottom you've got your exact sponsors. There are normally at the top of the chart. So it's a bit different to see them in the bottom like your roots and you've got your core project team. So they're the kind of the trunk of the tree and then I see Aden Regional variations, you'll have you look more branches, but actually the superstars the show are the leaves that's kind of how we think about the champions.
Their role is really important for a few reasons. What were the exact might be the visible face and head office that is sponsoring this? The Champions are the tangible personal in the grinds. People can go and ask questions day. I talked earlier about its informal ways of learning. That's one of the rules that is jumping should be able to play do some of that pair coaching and answer some questions that people have announcing the third thing is really important. I think of my Champions is that they're in pards to be creative and Innovative. They're almost your ear to the Grind
see if they know that there is a sales team somewhere still using an offline spreadsheet to facilitate a pipeline conversation. They should be in part to go and work with that group. Tell them in a bit and re-engineer that process to make it work better on Facebook. Champions are really important for generating not sensitive bottom-up pervasive communication. They also have something out of benefit that they can provide a sustained informal network of relationships within an organization that can be engaged in the future. So are these
individuals over time? They're there their time commitment to this project will decrease. Network of relationships that exist if it's required. the last thing I think it is really important and it's the last one is letting these people be creative and come up with new ideas that I think it's very important that the communications approach Tom feel different from what has happened before. I think the more successful it will be. So I'm not notes over to Carol for a lot better.
Hey, so finally the last fail. You're at the end of the deployment. It's going reasonably well with a few bumps in the road successfully managed and it's actually so tempting to think about we've done let's relax now. Okay, so while he's very important and there is a need for us to celebrate and for the users those were a part of early adopters and core it to pay stock is at the same time a great opportunity for us to start a flight kick-off project post-deployment. So as we all know that
migration might have been finished by now. It's actually the beginning of the journey for the majority of your users. Write those people will have all those questions around. How does it benefits me? How was the impact of this new technology of G Suite clouds project of the technology on my day-to-day activity and on my work clothes, so we have to be ready with a structure change management approach from Communications from training perspective to address. So I'm following debts temptation to
actually stop the project at the Go life. Will you will put yourself in a situation that you're risking and you not being able to eat to see the desired outcome. Right? So we spoke quite a lot about how to make that can stick and we sure it's quite many kings and best practices so far do in enough. So what's the best strategy strategy for us deployment to truly make that can stick and encourage user to use the full potential of G Suite? So do you think that we going to show her and this is actually the summary
to do what we what we said so far. It's about a sign product owners what I mean by that is that many of our customers Lance so-called guiding Coalition in their organizations a team that would continue that effort. They need to be people accountable for communications for training and gauging and stimulating appetite in your organization around the product. II think it's about Innovation and that's something we've seen some of our customers, you know, applying transformation Labs running them on
regular basis to brainstorm and take their business processes to the next level. I know their hands is around success metric. So you probably landed some key success metrics for the deployment. Some of them will be still relevant post-deployment. That's highly encourage you to think about what are those newest access metric for the overall organization when we think long-term And as you provide some of you probably know in an hour in Google Enterprise Edition week at work inside so that helped us out to draw
that data meaningful insights around how people use the product to collaborate between different business units. And then last but not least, you know that the product is dynamic. There are some new versions of its new releases. So how do we having a structured approach on how do we train our users on those new releases and translating how that impacts they were closed. It's extremely important. So in order to successfully lands the technology and makeup chance
take we have to think about change management as an ongoing exercise. I've had the pleasure to be able to help build our customer success methodology, which is all about. What are those best practices? What are those Key activities and kids hit that we should incorporate in that particular strategy post-deployment to make sure that we being successful long-term. So the key message here from our presentation is to make sure that well you rolling out this new technology to end users. Make sure make sure that you invite them on Dodge
Journey that you involve them in the project with having a Champion's net worth assigning different tasks. And at the same time having fun on the project to make sure that people have diversify its way they versified ways of learning new things. Thank you very very much for listening. We can wrap up with that and while we still have a little bit of time left. I would like to ask you if we keep saying, it's Google that's feedback is a gift. So especially for those of you who are smiling and you for those of you who are experienced with delivering training. We often times ask our
attendance to provide a feedback. So if I could ask you right now to take your mobile phone and in your app Mark the attendance and the feedback provide feedback for us, that would be fantastic just to let you know. If you have any questions or any other feedback that you would like to provide we will be available just literally in front of the room just to make sure that we are navigating traffic. We will be available in front of the room if you have any questions or any feedback, thank you very much for attending our session and for listening. Thank you.
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