Business Continuity Series: Four Waves of IT's Response to COVID-19


Many businesses have been busy responding to the immediate needs of their organizations and their customers to allow business to continue during these unprecedented events. As conditions improve, what does IT need to be thinking through next? Watch WWT experts in networking, collaboration, cloud and customer experience talk about what we’re seeing with our customers’ plans for the “new normal.” What does the workplace look like? What customer models will consumers expect and demand? How can a cloud smart strategy help position organization not just for survival but success? And, finally, what considerations should IT make now to prepare should a new wave or outbreak occur?

Read the transcript below:

- Hi everyone. Welcome to our webinar today, titled The Four Waves of IT Response to the COVID Crisis. I'm Neil Anderson, and I'll be hostin' today. With me today, we're gonna have a panel of WWT experts who are helping our customers every day with the challenges that we're having. With me today is Arnel Sinchongco, consulting manager of our cloud consulting team. Also, Joe Berger, senior director of our digital workspace team, and Charlie Lawhorn, chief digital advisor on our digital team. Welcome to you guys.


- Thanks, Neil.


- Thank you, thank you.


- So, many organizations have had to scramble to rapidly move workers home, and, to home offices, and rapidly change the way that they're interacting with their customers. And, we're thinking of this in terms of four waves, that we call go home, optimize, new normal, and what's next? We're also looking at the responses from the different perspectives of the employee, what the IT team has to do, as well as what do our customers expect? The customers or our organizations that we deal with, and, what we're gonna talk about today is really go through with our panel on these waves to understand more about what WWT is seeing with our customers. So Joe, let's start with you. What've you seen in the early waves of this response?


- Well, it's kind of interesting how all this is starting to shape up, so, if you look at that first phase, I think, everyone had this mad dash to get everyone home, and it was, just get the basics right, so from an employee perspective, it was, okay, can my employee, when they go home, can they join a meeting, can they access basic applications, things like email, maybe some corporate assets, and can they get the bare minimum done? And I think as we've seen, okay, we're gonna be in this situation for X amount of months, now we're in that phase of, are we optimized to actually make sure that employee's doin' their job efficiently, so, do I have enough licenses for all these employees? Does everyone have an access to a meeting license? Can they access all the applications? So not just the basics, but can they do everything that they were traditionally doing within their corporate firewall, can they now do all of that from home, whether that's through a VPN or through other means? And then, are they actually being productive within their jobs? Are they gettin' everything done, are they attending all the calls? Are they set up at home, do they have a high-def camera, do they have a monitor? Are they using headphones for noise cancellation? Are they really optimized to get their job done, not just, kind of gettin' their job done, but actually being productive within this? And then, as we look at the actual end customer or the end consumer, are we actually still serving that end consumer every day? Before it was, okay, let's just make sure everyone's safe, now it's a, we gotta keep the lights on. Are we actually selling, providing service, providing that sort of contactless free model now to make sure that the business is actually staying open and we're actually selling stuff there?


- So are you seeing a lot of needs for home call centers and things like that, Joe?


- Yeah, especially in the, and it's interesting, in the call center world, not many organizations were actually set up to send their contact center agents home. They might've been able to move them around to different branches and disperse them and make smaller pockets, but to truly send all these people home at once is a significant shift for a lot of companies. Just think about the workflow model here, right? If you're a contact center, and you're used to turning around and talkin' to your manager or talkin' to the agent next to you because you had a question, and now all of a sudden, I don't have that option, I'm sittin' here workin' from home, that changes your entire workflow process. On top of that from a technology perspective, you've gotta make sure your call center agent can take a call from home. What happens if network connectivity is an issue, they don't have strong internet? They can't take a phone call. There's a lot of technical issues in actually sending all these people home that we're dealing with right now, and ensuring that they're still providing that top-notch level of service that a lot of these organizations now have to really rely on their call center agents to provide. And it's a very, very hot topic for our customers right now.


- So Charlie, Joe talked a lot about the need to keep serving our customers, and you work with a lot of our customers on digital initiatives. What are you seeing with organizations out there? What should they be doing right now to preserve their customer interactions?


- Yeah, I think that's where, at least on our digital team, we're spending a tremendous amount of time thinking through, kind of customer experiences and what's changed overnight. Most businesses have been forced and kind of into, kind of the omnichannel way of thinking, so they have to meet customers where they are, or where they can get to us, right? It's mostly through digital interactions. Businesses have had to get very creative to solve these things. And, to do it in days, not weeks. They haven't had much time. Right, continuity being the topic of this thread, I mean that's the imperative part is, if my business can't reach my customers, do I have a business? And so how can I maintain that interaction? Some examples that we've seen, schools, so, we all, most of us have children and deal with this on a daily basis, schools have had to figure out remote learning overnight. It's kind of enabled, and I'll say forced in some cases, us to become principals or vice principals and teachers, without much training, and so, that's a big area that I think a lot of families across the U.S. and around the world have had to deal with, and schools have had to figure that out, and had to enable remote teaching with what, a few days notice? If that? Restaurants have had to minimize their teams and change the way they handle shifts, to support 100% carryout, curbside delivery. That's not something that most restaurants were prepared to or ever even, they'd never even thought through that. Some have had to put digital solutions in place, and I'll joke, we say on our slides and we talk about some of the duct tape solutions. A lot of restaurants have had to just give a mobile line and take mobile orders through a new cell phone line, or SMS or text. They don't have the ability to deploy technology fast enough, so how can I just add a phone line? I hate to say that's a digital solution, but it is, especially today. Retailers, we've seen a ton of discussion with retailers about how to enable buy online, pick up in-store, and even curbside. A lot of retailers have been forced to sign up with multiple delivery partners. That's positive, that they've got some additional business, but they're starting to struggle with some of the reduced margins that they're havin' to pay out to those delivery partners and providers. That's something that they didn't account for, and so while revenue's down, if my margin's decreasing too, what do I do with that? Healthcare, we had a great series the other day with a couple of our chief healthcare advisers talking about some of the solutions that we've seen in healthcare. Healthcare has seen, probably one of the most significant changes, I mean literally, policies and regulations have had to change, governments have had to step in and mandate, telemedicine is a viable solution. We've got drive-through screenings, who ever thought we would have drive-through clinics? Where people can go through and get rapid screening. And then the other solution that we've seen a ton of is digital temperature measurement. Both handheld devices, as well as devices that scan crowds, trying to diagnose or pre-screen people as quickly as possible to keep everyone safe. Those are a handful of the areas. We've seen a bunch of others, but, those are areas where our team has spent a significant amount of time recently.


- Yeah, and that makes sense. So, I wanna turn to Arnel next. Arnel, what are you seeing as people are looking at the new normal? What, as we come out of this, what are you seeing organizations prioritizing?


- Well, given the challenges that everyone's been experiencing during these initial phases of the COVID response, right now a lot of organizations are really focusing on how to keep their business running with particular technologies and the rapid deployment of cloud capabilities today, and some of these areas that they're looking at and focusing on is collaboration, remote working. As Joe articulated earlier, you need to provide that ability to work remotely, to work from home, to provide that business continuity, but again, like he said, it's not just about connectivity, it's not about hey, can I connect to the resources that I have at work from home, but it's really an effort to maintain or improve that overall collaboration experience for a distributed workforce. For many organizations who have never done remote work before, this is a uncharted territory for them where they need to understand that just the tools alone, when they had to quickly deploy tools to allow remote work, it's not just about the tools anymore, but it's all about the workflows and the tool stack and the suite and how they work together to make sure that their distributed workforce is productive now. A second area that I see organizations really focusing on in the new normal is cost control and cost reduction. Obviously, while a lot of companies have always looked at ways to control their costs, there is a renewed vigor to really look at, hey, how can we really control our cost even more? And, looking at the cloud and its capabilities, the cloud is one of these enablers to reduce the dependency on physical facilities, and it helps to eliminate that dilemma of under or over-provisioning infrastructure. Where you're paying for infrastructure to support only peak utilization periods, with the cloud capability and the agility, you can actually reduce costs even more. So multicloud architectures and operational modernization offer methods to greatly reduce costs even more, so just for clarity, worldwide technology defines multicloud architectures as I mentioned, as any combination of on-prem, colo, or public cloud platforms. The third area that I see companies focusing on in the new normal is agility and flexibility of their operational capabilities, their service life cycle. The sudden development of the pandemic really resulted in the realization that a lot of organizations weren't capable of quickly adjusting their services to the decreases and increases of demand and supply. Agility and flexibility, though, lends itself to a broad area of discussion that includes infrastructure scaling, automation, operational visibility, event remediation, go-to-market speed and operational efficiencies. But note that these priorities are reactionary to the current challenges due to the situation, but a strategic and methodic approach are more ideal to ensure that synchronicity across your enterprise.


- Yeah, and you make a great point Arnel. I've never seen before, organizations having to adopt so quickly new technology, and just pivot on a dime like that, and a lot of organizations were not really prepared for that. Is that what you're seeing?


- Absolutely. A lot of organizations, while in recent years have realized for one reason or another that they wanted to adopt a cloud strategy, a Cloud First, Cloud Smart strategy. Many times, the drivers for that weren't really the ideal, mature cloud adoption methods, so for instance, some organizations were only looking at cloud for maybe, hey, maybe we can reduce costs. But looking at a lift and shift methodology really didn't always provide that benefit that they were looking for. The true value of cloud and multicloud architectures is really going to be the agility, the innovation enablement, it's going to be the cost visibility that you have, and, with that agility, you can spin up, spin down, which really lends itself to your ability to go to market, to innovate without tremendous risk to the organization. One of the misconceptions about cloud that people realize, or people were afraid of originally was that it wasn't very secure. Y'know, hey, how can my data be secure up in the cloud? But, honestly, the cloud providers have probably hired the best and the brightest in the security realm to provide these secure methodologies across HIPAA regulations, across PCI, protecting PII and GDPR. So, nowadays, with this particular response and looking at the new normal, I think organizations are starting to truly realize the true benefits of multicloud architectures.


- That's a great point. And Joe, I wanna ask you, what are you seeing, what d'you think is gonna happen? What's the new normal for the workplace as people start to come back to work, what does that look like, in your mind?


- Well, I think if anything, it's actually proven that remote working is effective and it can work. Prior to that, everyone, taking off from the office, I think a lot of companies probably had maybe, I dunno, 20 to 40% of their workforce that might've been working from home, but now we've gone to this 80, 90, 100% model. I think they're finding that they actually can get through it and still be productive, even in complex things like I mentioned earlier with call centers and so forth. And so, I think as we start coming out of this and start looking at the new normal, they're really gonna look at those employees and say, does that person actually still have to go back into an office? And what that's gonna do, it's gonna cause people to rethink their real estate footprint now, where, do I still need that 200,000-square-foot office down the street, or can I start reducing my facility's footprint, because more of my employees can still work from home and maybe they'll come in the office once or twice a week for a key meeting, or maybe I go to a lot more hoteling type of model, but I think more businesses are gonna start looking at that, and even more employees are gonna say, maybe I don't feel comfortable going back into an office quite yet, or I've actually found that I'm more productive in working from home. The other thing that I think we're gonna start seeing, and we're actually talking a number of our partners about this right now, is, we're seeing such a reliance on our frontline workers. How do we start enabling those employees a bit more digitally? Charlie made a great reference around grocery stores and the retail stores. How do I start combining what those frontline workers are doing back to the knowledge worker and more of a digital asset, whether that's different communication tools between the two, leveraging things like IoT and all these different types of sensors, to make that experience that the frontline workers are doing, and make it more of a digital transaction, or, allow different types of communications between the knowledge worker and the frontline employee there. So, I think a lot of innovation will actually come out of this, over time, because any time there is a big challenge like this, we do typically see a lot of innovation happen out of it, but I think as we start getting into that new normal, you'll see some of those worlds start interacting more than before and you will see some pretty interesting things happen out of it.


- So what I'm hearing you say Joe is that, we shouldn't just expect that everybody's gonna run back to the office, that there's going to be more of a hybrid situation happens here, and organizations, I would assume, are gonna have to adjust to new models for meetings and collaboration that they're just now kinda getting used to, but these may be permanent?


- Definitely, and I even think at a cultural level, you will see much more people, and it's already happened, become accepted, kinda like what we're doing right now. I think the new norm already is, you're on camera 10 hours a day. I think we're just kind of there are this point, and people are now gonna be a lot more accepting of doing that, whether that's for team meetings, HR interviews, one-on-ones, it doesn't matter. I think people are a lot more willing right now to turn their camera on and actually conduct business this way.


- That's got its own challenges. It definitely does, yeah.


- So Charlie, what about customers, what do you think that they're, consumers out there are gonna expect? As we move into these later waves, are you seeing the expectation of consumers changing?


- Yeah, yeah quite a bit. And kinda like what Joe said, if you think about it from the employee side and the worker side, who's gonna show up when and where? Who do you want when and where? I think customers have the same thing going on, and I think, kind of if Joe and I kinda play opposites to each other, a lot of the discussion around what employees are gonna do are gonna be based upon where're the customers? I really think that's a big piece of this. I think customers are gonna be timid. I look at my own family, I look at my friends, we're all in different phases of accepting of what this is. Some people do carry-out, some people don't. They cook every meal still, so how long is it gonna take the average customer to come back to whatever normal is? I don't know, and everybody talks about new normal and we're all kinda tired of that discussion, but the reality is, there is a new normal, and as we even have on our slides, we kinda talk about, and what's next? And I think companies need to start thinking about which of the solutions they've deployed are temporary, and which ones will customers continue to kind of seek out or crave? Going back to some of the examples, I think remote learning is here to stay. It's gonna have a lasting impact on universities and higher ed, and I think universities need to figure out how to handle that change in demand with creative solutions so that they can retain some students, right? I think that's a big thing, especially at the higher ed level. I think diners have figured out that delivery can be nice. Maybe not all the time, but sometimes. Online ordering for carry-out has been okay, but what, why can't it be simpler? I think that's something that people are trying to figure out. How can restaurants make curbside and digital ordering more efficient, both for themselves on the workforce side as Joe said, but also for the customers? That's a big piece. Curbside pickup is convenient. I think parts of that are gonna stay, especially when you're dealing with weather, rain, snow, heat, whatever it is, right? Getting out of the car can be inconvenient. I think we all crave some convenience there. Curbside's great when you're in a hurry. Just don't wanna deal with crowds or lines at a register, so how can curbside be broadened into a retailer's arsenal for overall omnichannel? How can they start to recognize that as a valid channel, instead of an inconvenience which it has been? Patients on the healthcare side, I think we've seen a mass adoption for, and maybe some people even like, some of these rapid treatment procedures, and telemedicine, I mean, looking at my parents and others who never would've thought about telemedicine as a viable option, my parents have figured out FaceTime. They figured out how to connect with their doctors and also with their loved ones, so, I do think a lot of the capabilities that we've seen and technologies that we've seen move into healthcare are not only here to stay, but are gonna grow and expand. I think, we've already seen some progressive customers in healthcare build out telemedicine teams, telemedicine facilities. I definitely think we're gonna see an expansion of that, down to the clinic level, not just the major hospitals, but maybe even down to more of a regional or individual doctor level as well. Last but not least, everybody's talkin' about, I can't kinda forget sports and entertainment. I think that's a huge area that, we're all so excited to watch games again, matches, whatever your sport is, but the reality is, are we all ready to go back into a facility that has 50,000 people sitting next to us, summertime, sweating, hangin' out in lines, waiting for a hotdog, tryin' to pick up a hat or a glove for our kids? I don't know. I don't know that we are, and so we're spending a lot of time right now talking with professional sports teams about crowd control, how to get people in and out of facilities easier, faster. How can people do things like order from my seat and bypass a line and walk up and just grab what I need, kind of a grab and go scenario in a stadium? Not just for food, but maybe for apparel and other things too, kinda the retail side of it, so, those are a lot of the areas that I think that, we've seen some change. Some of it's gonna stick, I think a lot of it in some ways especially for the next 12 to 18 months is gonna stick, and then people are already tryin' to figure out kinda the what's next concept of, how do I start to get people to come back into my facilities? And I don't care if you're an employee, or a fan, or a customer, that's really what a lot of businesses are thinking about.


- I hear the term contact-free a lot these days, but, and typically the examples are retail, right, or restaurants. Those are the obvious examples, but what I'm hearin' from you Charlie is that, this notion of contact-free is gonna really carry across a lot of different industries.


- Yeah, I think it will. I mean, we've seen some of this for years, right? The chip and PIN concept of a credit card where I can just touch my credit card and not have to touch a keypad that everybody else has touched. We've seen this in some of the cool retailer models out there where I can kinda scan and go and bypass the line. We've seen some self-checkout stuff, but even that I'm havin' to touch and swipe and gather and deal with individuals that've been there, and I think that the more contact-free companies get, the more comfortable that customers and employees will be, and I do think that that's gonna stick for, not just a year, probably for three, four, five years, long enough that it becomes a behavior, it becomes a pattern of normalcy for most people.


- And I've actually, just takin' on a piggyback there Charlie, I've actually seen one of the large pizza chains is advertising that as contact-free, that it's not just how they run the business, but now it's even becoming a marketing tool for them to kinda differentiate themselves versus some of the competition, so, how long this lasts, who knows, but, that is a driver in consumer behavior now, it's, I know


- And think about that Joe, that--


- interact with a live person anymore, so I think that trend's gonna continue.


- And that pizza chain had to start thinking about it before COVID, right, you can't deploy some of these solutions fast enough, so, we do have some very progressive customers that'd started working on these solutions six, 12, maybe even 18 months ago, and the timing of COVID brought it from proof of concept to reality very quickly, but there were people that'd been working on some of these solutions, so these behaviors and patterns were already there. This just enforced it as a mass sea change overnight.


- And we've talked about this notion of differentiation coming out of this, right, the organizations that do this well for their employees and the organizations that do this very well for their customers are gonna have an advantage over those who are just kind of thinking about it as, hey well, we'll return to business as usual. Are you seeing the same thing Charlie?


- Yeah. I think, a lot of brands are trying to either keep their lights on or even stay relevant, and a lot of restaurants and retailers are losing money by keeping their stores open, but they're doing it because the brand recognition, a lot of them are doin' tremendous things with donations and helping others, feeding first responders and emergency and essential workers, so you're seeing a lot of goodwill. You're seeing a lot of the true meaning and the true behaviors of a lot of these business owners. We've seen some bad examples of business owners too, that've furloughed everybody, shut everything down, and, there's a lot of examples out there, but I do think the ones that are figuring out solutions in how to help customers right now through this, are the ones that're creative, are the ones that're thoughtful and are the ones that will ultimately persevere coming out of a situation like this.


- So Arnel, Joe and Charlie talked a little bit about the need to pivot, and the need to quickly react, some of these projects, Charlie mentioned, you had to be kind of developing them six months ago. How does a Cloud First or a Cloud Smart strategy kinda help you to be able to pivot more quickly?


- Well, to reiterate and piggyback off of what the gentlemen had said, particularly with the use cases. Culture is really going to change as a result of this COVID experience. So, in order to provide capabilities to support IoT, geographic diversity, mobile, remote, no-touch, the agility and flexibility and innovation that organizations have realized that they need, we can look at multicloud strategies, and the reason why I'm talking 'bout strategies as a whole, so, let me elaborate and explain. So while tactical deployments can definitely address the immediate need like it did in the early stages of the COVID response, in the long run, organizations really need to consider the transformational outcomes than just specific products and solutions. All of the challenges that were exposed and exacerbated by this pandemic can be addressed by a holistic, comprehensive cloud strategy, and I'm not implying that some benefits can't be achieved by simply lifting and shifting workloads like when remote work became a need. Okay, let's deploy some sort of video conferencing, and that's pertinent to the immediate need, but, in the long run, ongoing future cultural change, you need a holistic multicloud strategy to prop, and proper analysis of your workloads, to adopt cloud successfully, to achieve that agility, durability, and cost reductions organizations are striving for. You need to ensure that synergy across your entire enterprise portfolio. So, to the adoption of multicloud or hybrid architectures though, is also about business and technology synergy, and the operational transformation across your people, process, and technology domains. A strategy that meets those business goals is a necessity, to properly inform what the best-of-breed architectures and solutions will be to support your new culture, no-touch, remote capabilities, your mobile capabilities, and also, to understand the patterns of where people are in your stores, retail stores, and how people are utilizing your services like the pizza solution. So data and analytics are gonna be just as important for your business. But, other questions with regard to the strategy and technical deployment of solutions are questions such as, do your people have the right skills and knowledge? Is your operational model able to support a Cloud Smart organization? So, just to kinda finalize, cloud is no longer just an alternative or option. It's really an inherent part of any IT enterprise now. The journey towards becoming a mature cloud consumer really entails the establishment of a strategy and being able to execute on that strategy, to reach your targeted state, but a strategy is typically an iterative process. No organizations typically will say hey, in six months I'm gonna be a mature cloud adopter. It usually can take years, and it's an iterative process, so you find your minimum viable state that you can support, and then you constantly improve. With the proper strategy, you identify those gaps, you identify your roadmaps, and organizations will be able to reduce the risk of roadblocks and reworks in the future, enabling to continue to thrive in times of crises like the COVID experience that we're seeing.


- And I think we've seen some of that at WWT, right, as every day we use applications in the cloud like Cisco Webex, Microsoft O365, and it was relatively seamless for us to pivot to, now we have thousands of people working from home globally, because those applications are in the cloud. I've noticed that myself, it was pretty seamless for us to move from being in buildings to being at home offices. I'm assuming Charlie that not all organizations are as fortunate as we are to be able to pivot that quickly.


- Yeah, it's tough, right? So, a lot of the rapid solutions we've seen are cloud and SaaS. And to Arnel's point, trying to figure out kinda what stays and what goes and, as we kinda move back to a normal state, and dealing with that hybrid model of your cloud, their cloud, public cloud, SaaS solutions is a big discussion, but yeah, I think you're right Neil, the ability for companies to move fast and to react the way they did is mostly predicated because they had quick scale-up and scale-down capabilities and/or cloud technologies already deployed. I'm sure that you're seeing the same thing, right Joe?


- Yeah, and I think a big factor in here, it's one thing turning the tools on, right? IT shops can get tools deployed, especially now if they're cloud-based or SaaS applications, you can turn those on relatively quick kinda depending upon how quick your environment moves, but, because a lot of these tool sets are end user-focused, training becomes a huge component to this. I mean if you're shifting to a remote workforce and selling, you have to teach people how to access a VPN, how to launch a web conference, how to use their VDI clients. If you don't train them on how to do this, they're not gonna do it. I mean, end users can be finicky, we all have dealt with end users before, right, and so, having a strong training and adoption curriculum became really critical during all of this. I know, our own training teams have been just slammed trying to teach people how to use a lot of these tools that their IT shops have deployed, and IT said wait a minute, we've done our job, we're good, and now they're saying oh wait a minute. We gotta make sure people are using it. Not just from the ROI of buying whatever that license is, but also ensuring productivity is happening, and, the business is continuing, so, that's one thing we can't stress enough. It's just, you can't forget about the training of the end user during all of this.


- [Neil] That's a great point Joe, and, could you walk us through Joe, why, how can WWT help these organizations? Obviously everybody's scrambling, everybody's trying to get things stood up, get their users trained like you mentioned. What're some of the things WWT can offer to help?


- Yeah, that's a great question, and we've been lucky in that we've been doing a lotta these things before, so number one, we've had a pretty good size of our workforce who's been workin' remotely already, so, that wasn't that far of a stretch of us to go put everyone at home, right off the bat. We're already used to being on video calls. We know the ins and outs of workin' from home, what's, what does good look like, how to have access, how to get to the application and so forth. But I think what we're finding is, it's really around the ability to do business with us virtually, and that's everything from our consulting engagements, our advising, we're now doing all of our workshops that used to be two days of white boarding, we figured out how to do a lot of this stuff virtually through a lot of newer types of technologies and tools. Our adoption team as I mentioned has really learned how to actually train people virtually to go teach all these end users how to use a lot of these things. And then our supply chain, and God bless our frontline folks who are in our warehouses, they haven't slowed down, in fact they've sped up, but, we've obviously put security and safety measures in place for things like social distancing, we've got all the PPE equipment so that when our warehouse workers are actually in the office and in the warehouse, they've got all the protective gear, and that's at a global perspective, and then our cloud consulting team, where Arnel and his team sits, these guys are meeting every single day with customers virtually to help them turn these things on, speed 'em up, and from an actual services delivery perspective, we've actually seen our professional services group which traditionally flies out to a customer site and does the installs there live, we've seen a big uptick in their virtual capabilities, and so, we've been able to pivot pretty well I think in terms of actually doing business with us, moving projects along, helping advise and consult with customers on where to go, kinda like what we're doing right now on what to think about, the next three to four months as the new normal starts setting in, so, we've done a pretty good job of understanding how to work differently with our own customers, I'd say.


- So it sounds like there's an awful lot that's happened, and, there's a lot more work to do is what I'm hearing. I wanna thank you guys for joinin' today. I think as we continue on here, I wanna call out that we're gonna continue to talk about these issues. Arnel is gonna go into a deeper dive on Cloud Smart strategy, what does that mean and how can you take advantage of that to be more agile? Charlie's gonna do a deeper dive on digital transformation. Why is that more critical now than ever? And give you some tangible customer examples of how we're helping these customers to pivot their business models. And then we also have a special webinar coming up, with Tom Strunk who is WWT's CFO, Ann Marr who's the head of WWT's HR department, and Justin Collier who is our chief medical advisor. They're gonna talk about how WWT is balancing this, how are we balancing employee wellbeing with this need as Joe talked about of keeping our 24 by seven operation open to serve these essential businesses that're out there, and that're WWT's customers. So, I wanna thank you guys again for joining. If you're out there in the audience and you would like to find more information about this, you can go to our website at WWT.com, and if you look in the upper top here, you'll find a bar that you can click, business continuity resources. Tried to really make this very simple to find. You can look and look at the different solutions we have around remote working. Joe talked about home agents, Charlie talked about telehealth and other things. You can really go here and look at these different solutions. If you need help, you can request an urgent briefing from us. You can dive deeper yourself into the underlying technologies like collaboration, end user computing, network, and security, really learn some things, key tips there that're happening. And if you're looking for how to find more information like this, we have a series that we call the Business Continuity Talks Series, and you can really go here on that same site, and you can find past webinars like Home Agents, a deeper dive into home agents, or, some conferences with our MDs, Justin Collier and Dr. Cordes, talking about telehealth and how we are implementing things like patient monitoring and improvised treatment locations, and then you can also find our upcoming webinars that we mentioned here. So I'd like to thank my colleagues here for joinin' us again. Guys, have a great day, and thank you for joinin' me.


- Thanks Neil.


- Nice to meet you, my pleasure. Thank you.