The Value of G Suite, and How the State of Colorado Saved Millions (Cloud Next ’18)


[MUSIC PLAYING] RYAN MULHOLLAND: This is going
to be an informative session, but if you can help me out
and kind of inform things a little bit on the front end– can you raise your hand if
your company is currently on G Suite? How about those of you who are
considering going to G Suite? And those of you that are just
kind of interested to see how Colorado saved a ton of money? OK, cool. Thank you for that. I appreciate it. So my name is Ryan
Mulholland and I serve on Google’s government
professional services team, and I focus particularly on
state and local government. This session, of course,
is near and dear to me, as I have the great privilege
of serving as the Technical Account Manager for
the State of Colorado. Rather than listen
to a Googler talk about how wonderful
Google products are, I think the majority of
you are in this room today to learn about how Colorado has
been so successful leveraging G Suite to the benefit of
themselves and their citizens. But before I turn the stage
over to our guest today, I’d like to share
just a few details. Wrong button. So in 2012, the
State of Colorado was one of the first states
in the US to go Google. As you can see here from this
excerpt from the Governor’s Office of Information
Technology 2013 Annual Report, the selection of
Google was a result of the governor’s
call to simplify IT, just to simplify IT. While the governor’s task
was not to save money, the resulting effects
of Colorado’s efforts were exactly that, saving money. For the past several
years, the Office of IT has raised has released
an annual report. Each year since Colorado
when Google, OIT’s report has demonstrated the financial
savings, or cost avoidance, directly related to
its use of G Suite throughout the
State of Colorado. By Colorado’s fourth
year with Google, OIT’s report was
able to attribute some pretty substantial
savings to the use of G Suite. That number, cumulative
for their first four years of Google, totaled
$12 and 1/2 million, $12 and 1/2 million
that Colorado got to spend in
other areas of tech to the benefit of the
citizens that they serve. Driven by the vision of Colorado
Governor John Hickenlooper and state CIO Suma
Nallapati, Colorado was able to share some
pretty remarkable news with its citizens at
the close of 2017. So just into 2018,
Colorado announced that it had built on the $12
and 1/2 million in savings that they saw their first
four years with Google. In fact, they nearly
doubled the number, bringing their five-year
savings with G Suite to $24 and 1/2 million. As you’ll hear from our
guest from the great state of Colorado in just a
moment, it takes a team. In fact, the State
of Colorado has a team of three dedicated
to the state’s efforts. Interestingly enough,
the team in Colorado is one of my absolute
favorite because they’re named the Director of Google
Operations, those kind of fun things. So that’s exciting for me. I think, though, our speaker
will be the first to tell you that it really does take a team. In fact, it takes an
entire organization, everyone involved to make an
effort like this so successful. On that note, I got
the opportunity now to introduce you to Lilo Santos. Lilo is a longtime member
of the team at Colorado OIT, supporting the state’s G
Suite and greater Google Cloud efforts. Colorado brought Lilo in as
an intern during their Go Live in 2012. He helped develop and deliver
change management processes and training efforts at
multiple state agencies, including the capitol with
the governor and his staff. Today, Lilo has the
cool title and serves as the state’s Director
of Google Operations. So please help me welcome
Lilo to the stage. [APPLAUSE] The clicker’s yours. LILO SANTOS: All right. Full disclosure. I yelled a little
too much last night, so I sound like a
little, prepubescent boy and I’m so sorry. You’ll just have to bear with me
as we work through this stuff. So like Ryan said, I am the
Director of Google Operations for the State of Colorado. It’s truly an honor,
as well as a privilege, to be up here on
stage at Next talking about how Colorado and G
Suite have worked together in a partnership to form a more
collaborative and efficient state government. But to understand that, I
need to discuss three aspects. One, where we’ve been,
where we are currently, and where we’re
going in the future. All right. So let’s talk about
government for just a minute. I’m sure all of you have
worked with the government in some way, shape, or
form in your adult lives. Government, unfortunately,
has the unfortunate stigma of being laden with red
tape, tons of paperwork, long lines, and
unnecessary spending. However, it does not
have to be that way. As a government employee
and as a citizen, I can vouch for
the fact that there are a number of
opportunities to improve. At the State of
Colorado, we’re working to become more efficient
and cost-effective, and G Suite has been
instrumental in that success. OK, August of 2012. So let me give you a quick lay
of the land of how Colorado was established, or set up. We have 17 different agencies. In August of 2012, we also
had 15 different business solutions. I’m not going to name
names, but there were a lot of business solutions. Each agency was set
up as its own entity, so the government gave
autonomy to every single agency to do what they
needed to do in order to serve their citizens best. What this caused,
unfortunately, was a lot of turmoil and
confusion, as well as spend, in terms of time and money, for
employees, as well as citizens. Like Ryan said,
in August of 2012, the state chose to go Google. We were the second
state to deploy, and the governor wanted
us to go Google simply to simplify everything. So many of you folks know,
that have deployed things or have made changes,
that change management is a four letter word. Am I right? Nothing scares people
more than when you say, all right, things are going
to change a little bit. Riots happen at that point. So the state opted for something
called a big bang deployment. Essentially, I’ll talk over some
of the details of what that did and how that entailed. But the big bang
deployment really helped drive some of that
change management at the state. I think it was called
the big bang deployment because rip the Band-Aid off
and kick people over the ledge didn’t sound so good
on marketing materials. So the idea was to roll
24,000 employees, 17 different agencies, into
G Suite within 90 days. Once the ink dried on
the contract for G Suite, we started establishing
project teams and we brought in
deployment partners. The project teams were used
to facilitate timelines, making sure that
deadlines were met. The deployment
partners were helped to create documentation,
create communication plans, as well as do
technical assistance. As Ryan also mentioned,
we also brought in a group of interns
at that time, five, scrappy, little interns that
applied for jobs because one, it said it was a paid
internship, so I mean, you can’t go wrong there. And two, it had the
word Google in there. So of course, there was a
cool factor applied to it. We didn’t know at that time that
we were going to, essentially, be handed over to the
agencies to do one-on-one work with change management. So we got a lot of the yelling
and pointing of fingers. What does a big bang
deployment look like? You can think of it
in a couple of ways. One, like the astronomical
big bang, right? There’s a large thing and it
just kind of ripples outward. You can also bring that
to a smaller scale, where if you throw a pebble into
a lake, that ripples outward. So the lake is government. The pebble is G Suite. And then the ripples
start like this. August of 2012, we rolled
out the first 100 employees. These were dedicated Office of
Information Technology people, so they were the tech savviest
of, essentially, the tech savvy. So service desk people,
IT directors, supervisors, these were the folks that
were designed, or employed, to provide frontline
support for call ins, right? So these are the folks that are
taking the phone calls as folks are running into problems. September of 2012, we rolled
out the next 1,000 folks. These were the tech
savviest of employees at the individual agencies. So now, we had
1,000 people spread across 17 different agencies. Again, these were to act
as first point of contact for the agencies. So as agencies were
having problems or issues, or whatever, they would
go to the liaisons, essentially, at the
agency, talk to them, and then if they
couldn’t help, then they would come back to OIT and
do phone calls that way. October of 2012 was the month
that we flipped the switch on 22,900 users. To say that there was
wailing and gnashing of teeth would be a bit of an
understatement, but that’s OK. We moved everyone’s
cheese at this point by disabling dual delivery. So we had email flowing in
from two different points up until this particular day. So this is where the
whole ripping off of the Band-Aid metaphor
I mentioned earlier really, really came into play. So during those
three months, there were some things
that were successful, other things that
fell a little short. Things that were successful
was the technical side, so mail delivery, calendar cut over. All that stuff
worked beautifully. Everyone was getting
all their information, everyone was getting
their emails. Things that weren’t
so successful, hour and a half long
training videos. Anyone ever sit through
a training epic? Perfect. I have a couple of people. So this was a literal
training epic. It was an hour and
a half long video that tried to cover everything
under the G Suite umbrella. And I don’t know about you, but
I have a hard time remembering at what minute in a blockbuster
movie something really cool happened. So there was
literally zero chance that someone was going
to remember at minute 27 that that’s where we talked
about applying labels inside of Gmail. When we rolled out,
Gmail and calender were the primary focus. This was a little
bit of a misstep. We should have also
included Google Drive. Google Drive was kind of
a weird catalyst for us, where folks really
started to get into Google once
we said, hey, you can collaborate in real time. That was kind of a big shift. And then ensuring technical
functionality, like I said, that cut over was great,
and that worked really well. OK, the next six
months after that exposed slightly
different challenges. So everything was working
and was flowing, like I said. Calendar was great. From a technical standpoint,
everything was beautiful. What we started to
see at this point was parity issues, interface
issues, UX and UI questions. Literally questions of,
where’s my importance marker? Folks that are on
G Suite now that made that change, have
you heard that one, where is my exclamation point? Where is my Reply To icon? How do I know if I
replied to someone if I don’t have an icon there? It’s called Conversation
View, by the way. It’s a great thing. What was really kind
of a bummer about this was that it was the top
level executives that were asking these questions. It wasn’t even so
much the user base. It wasn’t the knowledge workers. It was C-level staff,
director level staff, agency heads that were
asking these questions. This resulted in
1,200 open tickets during that six
month time frame. 600 of them, so that’s
50%, were top priority. 200 of them were complete
showstoppers and required Google intervention. So by this time, Google
had done their deployment. They had left. We were left to our own devices. We had to call them back
and say, save us, please. In April of 2013, that was
when my team was formulated. We had a different
leader at that point and we were simply
tasked with saving it. The situation had gotten so bad
that day-to-day functionality was being crippled by the
fact that folks didn’t know where things lived anymore. Buttons were in
different places. We boiled this down to a
level of knowledge, right? It wasn’t that Gmail
wasn’t working. It wasn’t that Calendar
wasn’t working. It was the fact that
people didn’t know where the Compose button lived. It was that suddenly their
folders inside of email now became labels, and they
didn’t know how that worked. What we should
have done early on was created trainings
designed specifically for top level executives. We understand you’re a
C-level person, sir or ma’am, and we’re going to
make this change. We want to make you aware of
what that change looks like and how this is going to impact
your day-to-day functionality, that kind of stuff. Highly focused trainings
would have also helped make this a lot simpler. Specific trainings for
Gmail, specific trainings for Calendar, Google
Drive, that would have all been really helpful. When we were formed
as a team of three, we went out and worked with
deployment partners, as well as Google, to establish
two to three hour office hours at each of the agencies. So we went in there, we holed
up inside of a conference room, and we opened up the door. And we said, as you’re working
on your day-to-day stuff, if you have
questions, we’re here. Come and ask us, we’re
more than happy to help. What that led to was
a lot of dirty looks. I mean, talk about being
pinned for something that you didn’t exactly
have a hand in, right? But what was cool was that
even though they glared at us, they just gave us the
nastiest stink eyes possible, we were able to say,
OK, we understand that you’re frustrated. Can you walk us
through your scenario? Walk us through what
you’re experiencing. And it was at that point
that they opened up and they said OK, here’s
what I’m trying to do. How do I do that
with this new set up? We’re like, OK, we
got this, no problem. If we didn’t get
it, then we asked Google and Google was like,
OK, you do it this way, and then we
translated that back. Pro tip, my last bullet there. People with candy dishes
hold the true power over any division, any agency. Because who do people go and
talk to on a daily basis? It’s that person
with the candy dish, because they’ve
got the cool candy. They’ve got the Reese’s. They’ve got Skittles. Why wouldn’t you go and Reese’s
and Skittles from this person? So as they’re going
and getting this candy, what does this person who owns
the candy dish talking about? They’re talking about
stuff that’s top of mind. If top of mind is, hey, thanks
for stopping by and grabbing some candy. Hey, have you seen
the Google Calendar’s really weird in this way? It’s kind of busted. Person getting the candy
is like, oh, you know what? You’re kind of right. And then that kind
of spreads virally throughout whatever division
that person is going back to. The conversation should
be shifted to, hey, thanks for grabbing my candy. I’m going to fill up
more Kit Kats later. I know you love Kit Kats. Hey, by the way, did you see
the Find a Time tab in Calendar? That thing is amazing. It saved me like 17 hours
of work on a daily basis. Oh, that sounds really great. Cool. And then that is the message
that goes and spreads virally across divisions and agencies. Leading to additional pro tips. So allowing folks to voice
frustrations, while it’s hard– it’s hard to separate yourself
from that level of criticism, but once you do, that’s
when it opens up the door to better conversations. That’s when you start talking. That’s when you start diving
into the actual solutioning of things. Again, active
listening to users. Don’t just treat– oh,
well, Calendar’s busted. Oh, well, did you clear cookies? Are you on the latest
version of Chrome? No, I’ll do that. But actually listening. Like, Calendar’s busted. OK, what are you
trying to accomplish? That should be
your question, not, did you restart your computer? Trying to find common ground. This goes a long way. Hey, my Gmail is doing
this weird thing. Oh really? I’ve seen that, too. Here’s how I kind of
worked around that. Oh, great. Thanks for the tip. Sitting shoulder to
shoulder with people also goes a long way. This shows that you’re willing
to work with them to understand their problem, to get to
the root of the problem, and then to treat that root. And then the last bullet there. These are the things that
build trust between your users and you as an IT staff. I mean, we’ve all seen the
stereotypes of IT staff being a particular way. Doing these pro tips will break
down those walls immediately. Transformation. Formation of the Google team– I’m going to talk about
my team specifically here in just a couple of slides. But this is actually really key. The team itself
should be consistent of creatives, smart
creatives, namely, to use Google terms, right? These should be the folks that
aren’t necessarily IT forward, but they love IT and they
can think outside the box a lot of different ways. Building in flight. Don’t be afraid to fail. Thomas Edison once
said, I’ve not failed, I’ve just found 10,000
ways that won’t work. Failing often for
my team was actually one of our greatest
strengths, because this taught us ways that we could
get around things, right? This opened up the
innovation door for us. Asking why. Resting on laurels results
in outdated processes. One of my triggering
statements that I hear at work is, well, that’s how
it’s always been. So doesn’t that mean
you should change it? That should be something new. This doesn’t mean this
is the best it can get. Asking why exposes those
roots, those things that are ripe for change. OK, squadding up–
essentially, Avengers assemble. So the three lovely
people, namely– not me, I’m just there for show. This is my team. These are the three people that
are in charge of over 36,000 licenses, over 36,000 users
for the state of Colorado. As I mentioned, they don’t have
to be IT backgrounds, right? So for working for
myself, my background is actually communications with
a master’s degree in marketing. Jessica, in the middle,
is a history major with a master’s degree
in digital history. And then Travis, the other
gentleman on the side there, psychology and journalism. We understand multiple
solutions to a single problem and attack all of
them at the same time. We’re also people people. And that’s really key, because
if you’re not people people, then you’re not going
to actually understand what the problems are. Because a lot of times, it’s
more just an understanding, not the technical problem. They also need to be
able to explain techno jargon to the everyday user. Nothing is more frustrating
to an everyday user than having someone
talk about the TLS handshake between your
Gmail and the email client. They’re going to say,
well, what’s the TLS thing? Isn’t that the report
in “Office Space?” Is there a cover sheet for that? Well, no, it’s encryption. Well, then you should
have said encryption. I know what encryption is. Side note. So this picture,
obviously it’s a selfie. You can see my
arm extending out. But this is actually
taken inside the Boulder campus of Google. We’re all really
excited because one, we’re touring the
Google Boulder office. And two, we just got
a lot of free coffee. OK, here we go. So my team in more detail. There’s myself, Director
of Google Operations, Chief Instigator,
Breaker of Process; Travis Tiller, Google
Cloud Platform Owner, Lead Disruptor, and
Champion of Shadow IT; Jessica Greene, Google Program
Coordinator, Queen of Training, Wonder Woman of Data. Which reminds me,
Wonder Woman of Data is actually an inside
joke on our team. So Chris Pine, if you’re
watching this, looking at you, if you could just DM me
later, that would be perfect. Thank you very much. All right. Now that time has passed, most
of the functionality issues have been handled, the dust
from deployment has settled. What are we doing
now, and what do we have to show as a
result of our efforts? To give you a
baseline, like I said, we have 36,000 active
licenses for our domain. A quick pie chart, because who
doesn’t love a good pie chart? I particularly enjoy
apple pie charts. 100% of folks are using
Gmail, which is great. 63% of folks are using Calendar. The strange dark horse,
which we wouldn’t have seen six years ago,
was actually Google Sheets. Google Sheets is sitting
really high at 57%. We figured that that
adoption was actually going to be really
slow because folks were used to the previous
spreadsheeting application. Again, not naming names. We were able to
talk about Sheets more along the lines of
its functionality, so attaching them to forms,
using the Explorer feature, attaching App Scripts to Sheets
to make them more powerful. And that really kind of
started moving people over. The thing that was
actually most exciting was when macros were
released, like recording macros in spreadsheets. You could just see all
the wheels spinning. Use machine learning to
expose relevant visualizations in a heap of data? Please. I can record macros now. We’re good here. And then chatting using Hangouts
is the third largest one. It helps government
employees to bridge the gaps when they’re in transit, right? So email to chat conversations
really help bridge that gap. Anecdotally, it also
helped bridge the gap between the late 20th century
and the early 21st century. Continuing on. 27 million documents,
that’s what we currently have in storage just
inside of Google Drive. This is everything from
native Google documents to non-native Google documents. PDFs, JPEGs, PNGs,
MP3s, MP4s, all of “Wonder Woman,” the movie,
all of the “Wonder Woman” soundtrack, all stored
inside of Google Drive. So at 27 million
documents, that equated to about 184 terabytes of data. Using our costing
model internally, that would have equated
to about $518,000 per year cost for agencies. Now they don’t have to
pay that because they’re paying a single license
cost under G Suite. Along with dollars
saved, we’ve also been able to save
state employees’ time. Using Google Drive, like I said,
for real-time collaboration, saves on having multiple
versions of a document. This saves on a
couple of things. One, having multiple
versions of a document chew up storage inside
of an on premises server. And two, it saves time
for that poor person, at the end of the
day, that’s got to collate final versions
one through 28, because let’s be real. Final versions one
through 28, not final. Period. Google Hangouts Meet for video
conferencing, both on the fly and scheduled, has saved
folks a lot of time as well. This is saved on trying to
book lines, like CenturyLink lines, conference
lines, or meeting rooms. Anything like
that, they can just meet ad hoc at their desks. And then it also prevents the
awkward emailing back and forth of, hey, does Wednesday work? No, Wednesday doesn’t work. How about Thursday? Cool, Thursday’s open. What time? 1 o’clock? Sure. Granted, Find a Time was there
in Calendar when we rolled out, but it helps to
reinforce that over time. And then lastly, we used Google+
for a lot of our internal communications. And I know what a lot
of people are thinking, Google+ is still a thing? Yeah, actually. It works really well
for enterprise stuff. So we’ve been able to use
Google+ as a way to augment our intranet page. So it creates a
social layer on top of what is typically standard
content, or static content. So we can now use Google+ to
interact in real time with each other. Mobile collaboration. So we’ve capitalized on G
Suite’s mobile ecosystem. We’ve seen growth across
these main applications. What we are finding is
that folks are really adopting the mobile lifestyle. Folks are constantly coming and
going between their offices, either from their
desk to a meeting or from an agency
to another agency. Drive and Chat were two of the
largest segments of this chart, and that’s not that
surprising anymore, simply because you can take
your chats on the go with you, and then all of your
documents are there as well. So if anyone has questions, they
can always just go back to it on their mobile device. Speaking of mobile devices,
we use the mobile device management solution
out-of-the-box within G Suite. We currently have 14,737
managed devices on our platform. It provided us the
necessary flexibility that we were looking for, in
terms of managing both iOS and Android devices. And then the Android for
Work bifurcated profile has really helped save
us a bunch of headache on lost or stolen devices. The nearest competitor
would have cost $1.5 million annually, and that’s
not even to talk about the additional
features that they would have tried to throw in. Additionally,
regarding security, so we use Google’s 2-step
verification out-of-the-box as well, creating a highly
secure business application. Phishing scams were a thing. I mean, they were massive. The state is constantly
being attacked, people trying to get data from the state. And what we were
seeing was that there was a lot of people
falling for them, a lot of high level
people falling for them, a lot of knowledge
workers falling for them. So our information
security officer was looking for a
solution and Google came in as the preferred
solution, simply because it was easy to
deploy and we were already paying for it. So I’m going to work
in backwards order. So full 100% adoption
of 2-step verification within three months. This was in large part
because of trainings, massive communications,
very active countdowns, hard deadlines being set,
just to make sure that folks knew that this was important. It also helped to have the
information security officers backing. In addition to both
time and money, G Suite has actually
helped Colorado save lives. So what you’re looking
at here is a screenshot of the Colorado United website. This site was built as a
direct result of flooding that occurred in 2013. We had the mentality of
we can provide services to these affected people better. There has to be an
easier and more efficient way of doing this. The flooding itself
caused major road damage. Homes were lost. Lives were destroyed. Livelihoods were destroyed. This site was used to
provide affected communities with information. They could come
here quickly and see resources, where
shelters are located, insurance information,
cleanup efforts. The great part with
this is we went to an RFP for
something like this as the floods were happening. The company that
we went to said, yeah, we can build that for you. It’s going to be about 250K. That’s going to be site
hosting, domain name, content management, graphic design. And we came back and we said,
well, we’ve got Google Sites. Can you do anything with that? And they said, yeah,
we can work with that. We’ll do graphics for you
for $2,500, how’s that? Done, let’s do this. In addition to the
site that was built, we also created
an interactive map using Google Maps
and App Engine. This was tied directly
to the website and it was an active tab. Unfortunately, it’s
been taken down since– I mean, obviously, the floods
happened a long time ago. But what this map provided was
real-time detailed information on road closures, shelter
location, additional resources. We’ve created this in
partnership with Google. And then as a benefit or a
side added little feature, Google also created
specialized information cards that would pop up at the
top of the search results. Any time someone would go
and do a search for things like Boulder, Colorado, Lyons,
Colorado, Colorado flooding, it would bring up an
informational card at the top, providing high level information
quickly for those folks so they won’t have to dig
into the additional links. All of this was done
at no additional cost to us or the state. OK, like I mentioned before,
we were able to leverage Google Sites for site builds. With that information
in mind, we were able to avoid spending on
a lot of site builds, actually. In 2015 alone, we were
able to save $2.1 million. This is just on site creation. So these are things
like externally facing sites, intranet pages, internal
collaboration websites. Literally anything
and everything that we could throw
on Sites, we did. Document repositories, you
name it, it was out there. So the number you’ve
all been waiting for. After almost six years
of being on G Suite, we’ve seen substantial savings. The wire array of solutions that
G Suite offers out-of-the-box significantly helped us avoid a
ton of costs and helped bolster functionality. This came to a
total cost savings for the last six years
of $32 and 1/2 million. That’s staggering, at
least for me, I mean. I don’t know. Where we’re going– so now that
we’ve talked about everything that’s happened in
the past, what are we looking forward to doing now? Our next targets are obviously
Google Cloud Platform. So this is the big new thing
that we want to try and tackle. Currently, we’ve
got 40 applications in all stages of development
inside of Cloud Platform. These are things like
X-ray machine assessments for hospitals, for our Health
and Environment Agency. Everything as simple
as employee evaluations for our Labor and
Employment Division. The most notable one that
we can talk about here is the Colorado
Business Express. There was press release
that was pushed out for it. It was built on
Google Cloud Platform, and it’s the quickest way
to get a business registered in the state of Colorado. We currently have
10 applications in all stages of development
with an App Maker. Anyone here have
App Maker enabled? OK, a handful. So we were able
to use App Maker, and we put out an application,
or we took a paper process, and turned it into an
App Maker application. This is our funding
request for HR stuff. I can’t remember the word. Essentially, we took this
long, outdated paper process that required multiple
signatures, turned it into an automated process with
a nice, clean user front end. They fill out the form, and
then it goes to all the places that it needs to go, provides
the necessary administration for both the fiscal side and
the person who requested it. Continuous learning–
after a large scale domain-wide training session
that we ran a few months ago, we found that people wanted more
trainings and more on-demand trainings on a regular basis. So we’re still working on
getting the details of that hammered out, but we
now offer on demand, as requested trainings. So folks can come to
my team, say, hey, we want training on Drive. So we’ll go and meet
with those folks, get exactly what
they want to learn, and then figure out a
training model from that. One additional and
very critical step that was overlooked early on was
the use of follow-up surveys. So I mean, we had trainings. We would do ad hoc stuff, but
the surveys never happened. So follow-up surveys were
really good and beneficial now. So our on-demand training
videos are actually on techu.state.co.us, which
is publicly available. You can all go there
right now if you’d like. Going back to the
idea of people people. So we’ve done a ton of
work with just three of us, but it definitely
takes a lot more. So right now, we’re clearly
laying the groundwork for a Google Guides program. So the folks that are
looking to move into G Suite, or that are still in the
early stages of G Suite, this is a big one. So the Google
Guides program will act as your actual
first line of defense for your divisions, or for
your agencies, or whatever. If there are issues that
the Google Guides themselves can’t address,
they’ll come to us and we’ll work
with them directly. We’re also going to engage
in innovation counsel. These are the folks that
will assess low hanging fruit targets and see if G Suite
is a potential solution for those things. We’re also looking at doing
transformation labs and how people can identify
those low hanging fruit. So essentially, this
is a four hour session, where folks come in. They say, hey, I’ve got these
five things that we’re all looking at doing. Can we address
those with G Suite? And then we’ll go
in and tackle them and see how we can cobble
something together for them. OK, with all of
that stuff in mind, these are my three
keys to success, in no particular order. Number one, get a big slide
and put that in your office. Kidding, don’t do that. Squad up early. Get your Google team established
sooner rather than later. You, your users, the
future Google team will all be glad you did. Trust me on this one. I’ve got scars and gray
hairs to prove that the earlier that we were
established, the better. Establish a Google
Guides program. Incentivize your early
adopters and lead disruptors with a Google Guides program. Nothing says
#likeaboss than being part of a group that changes
an entire process, right? Lastly, focus on the top. This doesn’t necessarily
mean the end result. This is actually focusing
on your C-level staff, on your director level staff,
on the executive admins, those keepers of candy dishes. Those folks need to have
personalized white glove treatment, and they’ll make
everyone’s lives a lot easier. So thinking back on all
of our accomplishments in so little time, it
just blows my mind. The fact that three scrappy
people with a willingness to do things differently
just stuns me every day I go into the office. With that in mind, I look
forward to the next five years and what we can
accomplish with G Suite. Maybe by then, the DMV lines
will be a little shorter. Maybe the glacial
pace of government will be less glacial. Maybe more like three-toed
sloths hyped up on caffeine. In the spirit of
full transparency, this is my email address,
and that’s our website. If you have questions,
comments, concerns, want to know how we did certain
things, absolutely email me. I will not apply a filter. They’ll go straight to my
inbox and I’ll see them. If you want to follow
me on other places, too, I’ve got all that
stuff in my speaker bio. Last thing, just make sure to
fill out the speaker survey. It helps the Google folks
get a better Next conference for next year. It also helps me to
make sure that I just didn’t ramble for 40
minutes, that people actually got something from it. So thanks to the
production staff. You all are amazing. And thanks to Ryan
and your staff. You guys are awesome. We appreciate it so much. Thank you. [MUSIC PLAYING]

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