Name: How Coca-Cola Collaborates: GTM tactics for R&D & marketing
Uploaded: 2025-05-21T16:15:09.186Z
Duration: 49 min 8 s
Description: How Coca-Cola Collaborates: GTM tactics for R&D & marketing

Transcript for "How Coca-Cola Collaborates: GTM tactics for R&D & marketing": Collaboration is at the core of every successful go to market strategy. And when teams can see and share their ideas, they're more aligned, and they move faster with more impact. That's what we're gonna be talking about in today's webinar, how Coca-Cola collaborates, go to market tactics for r and d and marketing. I'm Jim Kalbach, the chief evangelist at Mural, and I'll be your host for today. And we're joined with our very special guest, Caroline Daudlin from Coca-Cola. Hi, Caroline. Hello. How are you? I'm very well. Yeah. It's great to see you, and, thanks for joining us. Absolutely. I'm happy to hear. Okay. Before we get into it, just a couple of house key keeping items. First of all, we are recording this session. So if you signed up for it, if you're registered, you'll get notification when the recording is ready. If you are experiencing any technical issues, just let us know in the chat. You should have a chat option in your webinar software. But if you have a question for Caroline, put that in the q and a pane. We're gonna be back after the presentation to go over those questions. So let us know what's on your mind. Alright. And with that, Caroline, tell us a little bit about yourself. Amazing. Well, thank you again for having me, Jim. I'm excited to be here. I am a Miro super user, but I am a collaboration architect at Coca-Cola, specifically in, The Vault, which is our customer collaboration center. Right. And we're gonna hear a little bit more about The Vault, but can you tell us what a collaboration architect does? It is such a cool title. Everybody here has been talking about your title, by the way. Thank you. It is a 100% made up title because who cares if you are a director, senior director, senior manager? It doesn't matter. We are here to collaborate. So, as a collaboration architect, I thrive in ambiguity. So, ultimately, my role is to create clarity and drive change for business growth. So I do this through curating a very collaborative environment that's psychologically safe. So that's really important to me as I think about my role where the teams that I work with, I wanna make sure it's okay to be vulnerable. It's okay to make mistakes and think really big to get to those incredible spaces. But, Jim Kalbach, I can give you a click down if that's even more helpful. So as I think about my day to day, I am what I like to call a leader of leaders. So I've coached over 70 teams as they prepare for high impact sessions either with their teams or more importantly with their customers. So think Walmart, seven eleven, McDonald's, Burger King, Universal Studios. And so I really think about how do we thoughtfully curate a day, guiding teams on how they can really set the agenda using exercises with inspiration that we get from LUMA, within your all and really what is best in class look like. And, ultimately, this results in super actionable sessions that are gonna unlock growth. Yeah. You know, I love some of those words. You know, you talked about intentional and you said curated, which is something we believe strongly here at Mural is that collaboration can be very intentional. So if I was listening to you correct correctly, a collaboration architect is someone that intentionally designs a collaboration environment for other folks to thrive, and I love the psychological safety aspect you brought in there too. Yes. It is incredibly important, and that's why architect comes to life because, it is intentional and you have to think through it. And it is not something that, you can just go on a whim and think it's gonna be successful, but you wanna make sure you're you're pulling out the right information or collaborating on the right topics that are gonna, create momentum for the session. Yeah. Excellent. And, you you were previously in the marketing teams, though. Right? Can you tell us a little bit about, that part of your career? Yes. So I am a marketing enthusiast. I started my career at Coca-Cola in what we call brand activation. So it was creating in real life experiences for our consumers that intersection with our products, that really only Coca-Cola can do. So think like a March Madness event. Coca-Cola around the holidays is always really special. And I've somehow maneuvered my way into the brand innovation space. So think about what is that next product platform, that's gonna solve a consumer pain point. So I kind of in this role, I took my experiences and how do you make it memorable for people or human beings, and white space thinking as you think about solving pain points and solving a problem. And I married those in terms of how do we do that then with our customers. So it's been kind of an incredible opportunity and experience and done me well as I think about where where I'm going next as well with Coke. Yep. And and you already mentioned the vault. So I wanted to go there and hear a little bit more about this incredible, capability you have there, at Coca-Cola. I'm gonna follow you in the Mural canvas, and why don't you take us through the vault? Absolutely. So the vault is Coca-Cola collaboration space. Let me make sure this is big enough for you guys as we dive in. But it is actually located around the corner from our headquarters in Atlanta. And what we like to call it is it's your gateway to collaboration and accelerated growth. So myself and I have a partner, Mark and Sydney, we are problem solving experts, and we will facilitate, a collaboration session. We love calling it, brave and playful. We really want it to ignite curiosity and transform kind of raw ideas, into real solutions. So how do you mix that collective genius of the smartest people in the room, with kind of challenging what we've done, unlearning, and thinking about the future. And, ultimately, it's about unlocking growth through reckless collaboration. Mhmm. And as I flip to the next piece and just zoom out, I'll take you through a little bit of our process. So bear with me. Similar as you think about problem solving, we have a process that we like to take teams through, and it really starts with thinking really big and empathizing, and how do you, how do you define that problem and really understand, like, what is it that we're solving for and what is top of mind for teams, for customers, as you think about driving growth for the future. Once we've really thought really big, gotten a lot of data, we'll start to define a little bit more, and we'll sharpen what that challenge is that we need to go solve and create something that's more actionable and blueprints have to go forward. And then once we have kind of the thing that we want to talk about, we'll ideate. We'll think a little bit bigger. We'll maybe we'll maybe poke holes in it and unravel the problem and think why what is the root prop or what is the root, problem that we're trying to solve, and then how might we go and solve it, and what are all of the different ways that we might, approach that. And then, ultimately, one of the things that we always say is coming to the vault, it is more than a meeting. It is, an opportunity for you to gain momentum and drive forward. So at the end of every session, we always wanna prioritize, and we always wanna think about a calendar for next steps, to make sure we're driving the biggest impact, for all teams. And lastly, as I mentioned, a little bit of psychological safety. Again, that's incredibly important for us as we think about teams coming in here in the environment that we wanna create. So we have some ground rules that we always tell folks that we need to abide by, and I would, recommend that you guys also think about this in your day to day or if you are doing a session, but make mistakes. And, yes, this is spelled wrong on purpose. It makes all those type a folks really uncomfortable and itchy. But we want you to be vulnerable. We want you to throw out ideas, and it can be wrong, and that's okay. All ideas start as bad ideas. Recklessly collaborate. We want you to just go after it, be enthusiastic, willingness to share ideas, and just collective problem solving. Pursue the bold, think really big, think crazy because we can always funnel it and make get bring it back to reality, but you need to start really big thinking or else you're never gonna get really big results. And then I already mentioned, but more than a meeting, we really want to unlock collaboration and growth to drive, the business forward. Yeah. And I see it says there, it's it's a doing space. And I wanna point out to the folks that the vault, it it's a physical space that you have there in Atlanta, and I had the privilege to actually lead a workshop there. And it is an experience when you walk in. There are screens and there's lobby areas, but then there are these great collaboration spaces that are digitally enabled. And, it you know, it's it's more than just a meeting as it says right there, Caroline. Absolutely. Yeah. The other thing I love about this and the slides, you you you place collaboration and growth right next to each other. Right? So, I I love that language because often when you talk about teamwork or collaboration, it seems like it's just a nice to have. But you're kinda putting it front and center, and you're saying, no. This drives business results. Right? Absolutely. So we technically sit within our customer organization, and customers are all about driving growth. And we see the best way to get there is through collaboration. At the end of the day, you can collaborate all day long, and it's great and it's fun. But unless it's leading to something tangible, actionable, and something that's gonna drive a result, it was just a good meeting. And that's why we pair them together. It's really powerful. Yeah. And, we're we're gonna take a look at some frameworks that that you've used, in the past there as well too. And I think these kinda speak to some of those themes, around recklessly collaborating, but also intentional intentional collaboration, right, and thinking about designing that experience, designing the flow of these conversations. Right? Absolutely. And I would love to walk you through it. Alright. I'm gonna follow you again. Let's take a look at some of the the frameworks and techniques that you've used. Okay. As I make I always joke. I make everyone a little bit ill as I try to drag. Give me a second. So as I think about being intentional, I'm gonna show you, we're doing I'm gonna walk you through three, like, exercises as I think about collaboration, that we frequently utilize no matter who, the team is that we're partnering with. And I three is always a magic number. And, typically, if you think about a brainstorm session, I love doing multiple exercises where you start really big, then you start to funnel, and then you really start to what are the next steps and how do we prioritize? So that's a little bit of what I'm gonna take you through in a minute. And as I zoom in, the first one, and just knowing that a little bit of kind of the theme for this as I think about how do you collaborate differently, There's a lot of times where marketers are obviously working with teams, within the r and d community. So they have a lot more of, like, an engineer brain, they think, in black and white, and marketers can be a little bit more creative or a little bit more abstract. So coming together, you could potentially have tension or butt heads. We ultimately want to get to the same end goal. So I love when you have two different teams or entities that have those diverse brains happening in the room. Start really big and align on the direction that you wanna go. So this exercise, is a little bit of a premortem. So as you think about a future project or idea and, of course, this is what I love about these templates is you can always edit. Right now I know it's locked, so I can't jump in there. But, you could insert the name of what that future project or idea is, and then what makes this a bop or a flop. I love using weird language because it gets people to laugh. It gets a little bit of humor in there, and it makes it a little bit less serious of kind of the work that you're doing. It makes it fun, and people want to engage or think a little bit differently. So let's pretend that we're gonna do this exercise. And, Jim, I'll walk you through a little bit of how Yep. We might blow this. But let's say it is a an idea of a new product that we wanna create with our r and d teams. So So it is a new product. We don't even know what it is yet, but we know that we need to go and do something together. If this future new beverage was to be a bop or a flop, a success or failure, what does that mean, or what would that look like? And so I would, typically, you're sitting around a round table or you're virtual and you kind of see everyone on screen. And there are times where people will be in the mural. And so, Jim, if you're pretending you are in there, you grab and let's say pretend. I'm in here. Perfect. So you're gonna go with our first bop of if this new beverage idea is a bop or it's a success, what does it need to do? Someone's gonna say it needs to drive sales. So you double click in the green sticky, it needs to drive sales, and we're just gonna throw that We're just gonna throw that on the left side of the radar. Okay. Another thing. What is another way that it needs to be six It would have to stick out stick out in a crowd. Right? Because, you know, beverage is a kind of a noisy field. Right? So what what would you say? Can I just say stick out or Stick out? Unique? Unique. Okay. Differentiated. Stick out and unique. So so just like that. Yep. And then I'm gonna drag them over here, just so we can see where they fall within the radar. Another thing is maybe if you're thinking far out, if it's a success, we're already planning year two. So if you wanna throw that on a green sticky, another way identifying success. What would you write here though then? Planning year two. We're thinking futures, the premortem. If it was successful. Yeah. Right. Perfect. Another one that a lot of folks say is it was a it was a partnership between Right. R and d and marketing. So collaborative venture here in general. Perfect. And do when you fill these out, do you do them one by one like that, or do you just let people come in here and they add, you know, kind of, at the same time? How would you rather do this? We oh, we have a saying in here that's that says you can't break it. So you can go any direction you want. If you want everyone on the board at once Yeah. Let them drag and grab. And one of the great thing is if it is virtual and everyone is in the board at once, you can take these smaller stickies at the bottom and people can yes the end of the idea. So let's say Let's say it is drive sales, you could take a smaller of the little stickies and maybe someone has a specific idea. Like, it needs to grow 10% Gotcha. Whatever we're making it up. And then they would drag that to go by the drive sales Gotcha. To Yacine the idea. What I love about this exercise is there are people that are very positive and optimistic, and there are people that perform better when they think about a negative scenario. So some people might gravitate toward the green space, and others may gravitate toward the red of a flop or a failure. So r and d, they may have a little bit of angst working with the marketing department because they think too big. And maybe a flop is that they lost the consumer need along the way. So they forgot the consumer because it's just big ideas from the marketing team. So that's the reason why this might fail. So is that your interpretation of flop is, like, what would make this fail? What would this idea okay. Okay. So we can drag that over here, and anyone can yes end it. But what I love about it is you're getting your aligning upfront before you even kick off a project on what success looks like to all parties. Gotcha. So you're starting really big. You kinda put a pin in this exercise. You reflect on it, maybe have a little bit of a conversation. And then what I love to do is you move to the next one. So Okay. Before you do that, though, what what what what do the circles mean? Is that is the is this like a prioritization exercise here? It's a great question. It can be. Typically, if that if it becomes that, it takes a little bit more time. So for us in our space and the teams that we work with, time is limited, and the best ideas happen in the first eight minutes. Wherever we got that, don't know, could've made it up. But when we prioritize, it takes a little bit more time, a little bit more debating, and I prefer some other prioritization exercises. But it is it is a great tool if you want to take that next step. Oh, okay. Great. So then, overall, this would only take, what, ten or fifteen minutes to do very quickly the bops and the flop? Is that more than fifteen minutes on it where you have lost, I think, some momentum. So it's a fast stream of It's very fast. Okay. That's great. Yeah. And, of course, you know, you're a mural expert and a mural fan, but would you do this with paper if you're all if everybody was physical? Did you do you make a poster of this? Yes. Poster, whiteboards. It doesn't even have to be a circle. It can just be a left side or right side. Gotcha. I think what's really important is just color. Oh, okay. The color. Yeah. And and then this is a chance for people to get stuff off their chest as well too. Right? And like you said, there's sometimes there's different mindset. So what what engineering might be put putting down is different than what marketing's putting down. So you just kinda wanna get it all out quickly. Right? It absolutely. Alright. Let's, let's take a look at the next one. Alright. So we have identified what success looks like as a collective team, and now we're going to go a little bit more into, the ideation portion. So this is a template that, I kind of made up. I pulled mind mapping from Mural and Numa and thought about how do you make it most relevant for where I need to go and who my audience is. But what I love about it, it's very simple, and it's easy to follow. So usually in the middle, you start with, like, what is the idea or the topic? Because we're making it up and it's a beverage innovation, I threw that into AI and, there's a great fine picture. Okay. But as you think about product innovation, specifically with r and d, you always wanna start with the consumer and who is it that target consumer. So that top left corner, is where we start. And what I love is is the dark header. You can customize that to any question that you really wanna ask. And then if you click into the box, that's where you're gonna ask folks the question. So, okay, everyone. Like, we're starting together. Who, what are the demographics of our consumer? Who are we trying to target? And, typically, you'll have folks double click into these boxes underneath to submit kind of that answer. So if you double click, what's always happening on everyone's mind is Gen z. So maybe that that Gen z. Folks target consumer. And, really, then you can dive into if anyone wants that yes and it. They can pull in more or add stickies or, Right. If you're with your insights person, they may wanna add specific stats that are helpful and just kind of flow with the ideation. Staying with that consumer, like, when are they gonna drink our products? Or when do they kind of when are they what's the occasion that they wanna consume it with? So, again, if that's important to us as we think about marketing and r and d and answering the brief. Right. But it's very you can just kinda fill in the event. So is it a social event? Are they snacking? Is it Right. Having Or is it is it breakfast or something like that or, all of those would make a difference. Yeah. Okay. Exactly. And then, again, a meal pairing that's the most crave worthy. Yeah. That's very important to us because our beverages are always paired with meals. Mhmm. And it's really important to r and d as you think about kind of food science and what profiles taste good with others. So and you automatically went to a salty snack, which is very appropriate. Then as we think about we'll flip over then to the yellow orangish side, and it's more questions again, just kind of detailing out what that r and d brief is. But I put it in a little bit more of creative language or more human language. And so, again, you click in. Is it a refreshing or indulgent? And then is it what is a TikTok worthy color? So r and d is typically asking black and white questions of, like, oh, you have a color preference. And, like, that's not fun to ask. We wanna know, like, what will consumers really want. And then so you can see a little bit more of, I love that pink, and you colored it. Like make it make them colorful. Now now we know it's supposed to be pink. Right? And then my favorite, so the red and the orange areas, you've been really thinking big and ideating, but now it's time. Okay. We can think big all day long, but let's come back to reality a little bit. Like, what are the elephant in the room constraints? And this, I will tell you right now, your r and d folks, your engineer folks, they will love this because they have constraints or they have realities that they need to fit within. So what if one of the realities is we've we don't have access to a certain technology or we have limitations on the line that runs pink drinks. I'm completely making all of this up. But it's really important to double click in there, and say kind of what's happening. Or another constraint could be, a like, the our last innovation failed. Mhmm. And, like, we have a need to know why. And maybe they don't understand why it failed. They created a delicious beverage, but what was the problem, with what happened? So it's a little bit of, you know, here are the constraints. It could be, like, need to partner with our supply chain because a pink lemonade is gonna be is high demand, and we need to forecast properly. Right. Whatever that might be, we wanna make sure that we're we're acknowledging it right then and there. Okay. But you can see a little bit of just some ideation, everything on the same page. And Yeah. If you kind of go start in one red area, move to the orange area, and then end with a little bit of reality, you'll get some great, idea flow. That's great. So it's it's consumer or customer on the left and then these themes of the the product characteristics on the right and then constraints down in the bottom. Mhmm. Exactly. And, you know, you you mentioned these different mindsets and, you know, you brought up, you know, engineers versus marketing folks In this case here of, you know, designing a beverage, how how do the how do those different mindsets then harmonize here with this framework? How how have you seen that actually work to get people aligned? What a great question. So that actually goes perfectly into this exercise where I didn't even plan that, Caroline, so there's no problem. So right now, we have big ideas. We have constraints. And then how I love to end a kind of a sprint of a brainstorm session is okay. Now that we have this idea, let's call it and I'm just gonna grab a sticky over here if I can drag it. And let's call it a pink lemonade because who doesn't love a refreshing pink lemonade as we approach summertime? And then we play this game. Love to call exercises games. It keeps a little more fun. And we call it need or value. So what I'll say is we have the different two different entities. So we have, let's say, r and d, if I can ever spell properly. And then we have, let's say, it's marketing. And if this is marketing hosting the brainstorming session, we'll let r and d go first. And how I prompt this is I say, alright, r and d team. In order to make continue moving forward on Pink Lemonade, be super selfish, pretend the marketing team isn't even in the room. What do you need or what would create value for you to move forward? And they're gonna what? Pretend they're not in the room? Be super selfish. Anything you might want. So they're gonna click in and they're gonna say things like, we need funding. We need, consumer data. We need, project managers, whatever they might need. And they'll throw in, and they can be super, super selfish. And then we'll say, alright. You guys had your chance. Marketing's watching them fill this out. And we'd say, alright, marketing team. You've had a chance to hear from the r and d team on what they need or what would be valuable to them. What do you need or create value? And they're gonna say things like, transparency to what works. Or they might say, we need data. We need data on, like, hot flavors that you see working or hot flavor combination. We need we also need a project manager, to help us make sure we're staying on track. They may need they want to be in the lab and co create. So whatever that might be, whatever that might need or value, they may also say we need a six month timeline. And r and d is like, woah. Woah. Woah. We need a sixteen month timeline. So you'll see where you have some similarities and some differences, and you could have conversations of, like, okay. Acknowledge the timeline. The timelines are difficult. Right. So that's a difficult area just to call call out and make sure it's very clear. And then once you kinda fill out all this, again, we wanna make sure you're leaving with action steps and where you may be aligned. So you'll move over to step four and okay. What are the action steps? What needs to happen by when? So we may say something like, let's kick off by, let's kick off by week of Jan one or Jan six. No one wants to come back from the holiday And then maybe we need, like, to assign a project manager by a certain time, whatever that might be, just to keep momentum and keep it moving. And then the project manager can I identify what that time line is? So identifying where each team needs certain areas, where what could be valuable to them, and, like, consumer data, data on hot flavors. Maybe we have a data deep dive, and collaboration session. Mhmm. I'm spelling things right. You wanna make a final This is where you can really capture what's exciting, where you need to go, and get that momentum to keep the project moving forward. That that's great. You know, we did actually didn't go over this in our rehearsal, so this is the first time I'm seeing it. And the thing I love about this is how explicit it is. Like, we talk a lot about team alignment through the activities that, you know, preceded this. There's gonna be kind of a passive alignment. Right? We're getting to know each other personally. We're getting our ideas out. But this, you're literally saying, what do you need? What do we need? And it's you're pointing it back at those teams and saying, are we aligned or not and making that very explicit. Mhmm. And it's making everything be out on the table. There's no, like, tiptoeing around it, and then it's figuring out, alright, now that we have everything that we want, how do we really move forward? It's a little bit of soft power, a little bit of negotiation bartering happening, but in a very light fun Right. Type of environment. And I think that fun environment is important because in order to do this, honestly, you have to have that psychological safety that you talked about. Right? If people are hesitating, particularly at this stage, right, you're not gonna get that alignment. So having things like correct me if I'm wrong, but having things like bop and flop and having these other exercises that precede this opens up the room so that they're gonna participate at this point in time. Right? Absolutely. And that's this was all architected by a collaboration architect. Right? And I think that's the point that this can be very intentional. It doesn't just have to be a blank page and say, what do you guys wanna do? And then just randomly put things down. The the the flow of this is very carefully curated. Right? Yes. And I would say go fast. Don't be afraid to break it. Right. Because if people are having fun and they don't realize that they're collaborating in a way that is productive, you're gonna extract a lot of really great data. Right. So let you you mentioned go fast. So how long if we just zoom back out I'm just gonna zoom out on these three then. You mentioned the first one is, like, ten or fifteen minutes go fast. What how how much do these other activities take? How much time would you allot with them? Typically, if you start really big, those are really fast, so anywhere from eight to fifteen minutes. The one in the middle, because you're almost filling out a brief with your r and d team but in a fun way, it might take thirty minutes, twenty to thirty minutes. And, again, this is something where what I love about collaboration sessions is you go fast. It's not perfect. You can always go back. Yeah. And you can always say, okay. This is where we landed today. Me and Jim, who is my scientist, are gonna go and work together one on one, and we're gonna come at our next session and show you how we've taken this to the next level. So, again, that one could be twenty to thirty minutes. And then the last one, I say fifteen to twenty minutes. Okay. But sometimes people get in a lot of really great conversation, and you never want to hold that up. Or I would say maybe twenty minutes on what does r and d need or ten minutes on r and like, the first entity, ten minutes on what marketing needs. Mhmm. And then step four where you're creating that alignment, either go fast and just put things out there or take time and really pull out calendars and align right then and there of kind of dates and where we're gonna go next. Okay. And do do you use the timer? Would you because, you know, Mural has that built in timer. Would you put that on, to go through these? Like, if you said ten minutes for r and b and ten minutes for marketing, would you time it so that a bell goes loud? That would be a question. If you are virtual where everyone is on the board virtually Yeah. A % use a timer. I think it's so helpful. Yeah. In person gets really tricky, but I would definitely say if you're in person and facilitating a collaboration session, two people, like, having a partner in crime so you can help navigate people in person, and then the other person can be that timekeeper. Gotcha. And have fun with the timer. Like, oh, you only have a minute. Like, go fast. What do you need? Right. Right. Right. Yeah. I I always find too that you can always add time, like, if you're in person and and and the conversation goes and you want to embrace that conversation, you could say, okay. We'll add another two minutes or five minutes or whatever it is. But, of course, then you have to budget for that in your overall time slot. Mhmm. Because if you only have these folks for an hour or ninety minutes, then you probably won't be able to have just a dynamic organic, conversation with them. Right? Exactly. Always add buffer and think about where where conversations might go and how you can either reel people in or Always add a buffer. Mhmm. So this so this whole thing is an hour ninety minutes maybe you'd you'd plan and assemble a group of people. Is that right? Mhmm. Wow. I love you with the sprint. Yeah. So you're sprinting. Yeah. Which is good, I think. Right? Mhmm. In your experience, how have people reacted to these? Have you ever had any, like, negative reactions where somebody just folds their arms and they just refuse to engage with it? It's a great question. I can give you two kind of ways that experiences that we've had. Yeah. One is a lot of teams are like, wow. I just went through business therapy. That was amazing. You helped me think. You helped my ideas get better. Right. Others, especially once you get to the meter value, some teams are like, why should I show my hand? And what we usually say is and we'll use the r and d and marketing example. R and d team, funding for new ideas is really important to you. The marketing team's job is to go to finance and fight for those dollars. They need to understand everything that you need in order to be successful Right. And go and fight for what it is, so we can drive the business forward. Right. So and then once you see that and you see that, okay, we're on the same team, and they see that my role is important, okay, I'm I'm gonna open up. Gotcha. Okay. Yeah. Great. This is fantastic. I I would imagine a lot of you get a lot of people opening up who maybe otherwise wouldn't have in a, you know, standard meeting and things like that. Okay. So fan fantastic. We do have some questions coming in. Let's see if we can answer some of these. I think we touched on this. How long do these ideation workshops, ideally, last without compromising the quality of the output? I think we were in the hour to ninety minute range. Do you wanna comment more on that? Yes. I would say, we when we host all day collaboration sessions, I like to think of them as ninety minute buckets. So if you have three big, meaty topics for the day, that's all I would cover, and then do them in ninety minute chunks. Right. Yeah. The thing I like personally, I like about ninety minute chunks is that that's about as long as you can go without a bio break as they say these days. Right? It makes a nice time and then, you know, you have the the the break in there and folks can use the restroom or go smoke or whatever they need to do and then come back. So ninety minute is a great chunk. And it seems like this is one chunk then that you could do all three of those in one ninety minute session. Right? Exactly. Nice. Let's see over here. Do you assign someone to action each step under, step number four there? Oh, right. Do you so if we go back over here, I'm just I am gonna scooch just so that we have that reference. That was on the, idea filter. You had step number four is where we aligned, then you had these action items here. Yes. So we'll go a few different ways. We this one is very broad because it's the go fast, just slow kinda spaghetti at the wall and put something out there. It's really effective, and we've actually built out kind of an action assessment as another tool, which I didn't show today. But it very much becomes, like, what is the action? What is it? Does the team need anything to complete that action? Who isn't responsible? And we love giving two people responsible, one from each team, so we can all hold each other accountable in a date that they go aligned to. So we've built that out a little bit. But if you're short on time, you just wanna be fast, throw in whatever you can. And, yes, put a name on it if you can. Put a name on it. Okay. That's good advice. Thanks for that question too. How oh, how do you come up with the brain teasing questions in the innovation workshop? That was the the the middle one. You had three three red ones and three orange ones on the on the right. Yeah. And it was around beverage. Now probably yeah. A lot of a lot of folks are not in the beverage business. So how would they customize this? I would say if you are used to seeing a brief, no matter who it's from, whether it's an agency, the r and d team, the innovation team, they're usually really simple questions. And just think how you might flip those on their head. For example, you know, who like, what kind of profile does something need to be? Or, I mean, beverage feels easy, and it's obviously what I'm used to. But, like, if it's a color or if it's an occasion, you could even go deeper into these usage occasions. Like, what if it's a cultural event? Like, what if we threw March in there? Or what if we threw in, you know, the FIFA World Cup that's coming up? These are obviously sports occasions, but what if we threw in, you know, Thanksgiving as a holiday? Right. Yeah. And we got a little bit more of kind of who's the consumer, what are they mostly interested in, and how do you flip a really boring question on its head. And if all else fails, I use ChatGPT. There you go. That that's that's actually that's actually really good advice. But I could imagine in other fields, you know, if you're in consulting or software, there there are probably some aspects of your customers that you could make, you know, as headlines here. Like in software, we would talk about use cases, right, and maybe instead of usage occasions, and and things like that. And this might be a need or some, a demand that a customer has, something like that. Right? Exactly. Alright. We got time for a couple more questions here. How do I run these with people who've never used Mural before? Have you ever done that? So we talked about the in person session, but, if you have a hybrid or a remote situation, have you ever had the, experience where you have to bring people into Mural and they've never used Mural before? Absolutely. I have. Okay. And I would say, no shade on the millennial to older generations, but they're less eager to adopt a new technology. If you get a young gen z or a millennial in the room, they will catch on so fast. We actually utilize a lot of the tools that Mural provides of intro to Mural and some of those pieces, and we'll either send them as a pre, workshop kind of homework and ask them to drag to, like, create stickies or drag and drop icons or vote on something just to get them playing with it. And we always reinforce you can't break it. Mhmm. Like, just just play and just make a mistake, and it's okay. Yeah. That's my best practice. Sometimes, I will do a very, very simple exercise. Instead of that bob or flop, I'll maybe put existing, success, like, success examples or failure examples, and I'll throw icons on and have people drag them to where they would kind of vote, just to get them more comfortable in the space. Right. Yeah. That I I was gonna suggest that one thing that I tend to build into, workshops even with folks that are familiar with Mural, but is a little warm up activity, very light, you know, five minute, ten minute thing that gets them to do what you need them to do in Mural. Right? So if they have to double click and add a sticky note or drag something, the warm up activity should do that. And what that allows you to do as a facilitator is kind of debug any issues that people are having, right, during that warm up, because you don't wanna be, you know, into the middle of your ninety minute session only to learn that somebody couldn't actually even add a sticky note, so that's too late. So you wanna try to catch any of the I call them bugs upfront with a little warm up activity. Exactly. That's that's what I personally do. That sounds just psychological safety though too, Caroline, is that when you when you come into the session and it's like, I'm not presenting to you, you're gonna start adding the content. It it gets people into more of a, a lean forward mode as well too. Mhmm. So we talked about the timing here, this question here. There's one more though around, how many people would you do this with? I'm gonna I'm gonna go back over here, and I noticed your bop and flop. Mhmm. Doesn't look like this is a huge group of people doing this. But, you know, how how many people are in these sessions? It's a good question, and it can vary. So definitely, when everyone is in the board, I would say between, like, eight to 15 is a great sweet spot. And, obviously, if you have two different teams, try and make it equal. So if it is an r and d and marketing session, seven from r and d, seven from marketing, and then, you know, a few people here and there. Once you get more than that, it's very hard to remember who the decision maker is, or kind of where you should put weight in certain comments over others. And then in our space, in the vault from a collaboration standpoint, when we bring customers in, we can get groups that are as up to 40, which can be really difficult, but we always prioritize the customer first and kind of what they're saying and what we're hearing from them. And we ask our team, alright. Take a seat. Sit in the back. This is really, like, we're here to focus on the customer. So for this example, it would be we're hosting the r and d team, and we're like, alright. Marketing team, sit back. Like, we really wanna focus on, r and d. So it helps kind of cut down some of the challenges you might have, and then Mhmm. Myself and my partner will lead the Miro board and just really more so facilitate and ask questions and make sure that we're capturing your feedback. The you know, the one other thing, just as we wrap up here that you mentioned that I think goes in hand in hand with this question of how many people is you you seem to have kind of a fluid approach to this. Like, this is just a point in time, but, you know, you you talked a lot about, you you could follow-up with, you know, later offline as they say. Let's take that offline. And you mentioned also sending things out in advance. Right? And I think a lot of teams get kinda wrapped up in the we we're we're gonna assemble everybody who's involved, and in two hours, we're gonna answer every question. And they just put too much expectations on that one session. Right? And it seems to me, like, you're approaching this a lot more fluid. Okay. Let's get as many marketing and r and d people as makes sense. But this is just a point in time. Right? So you're not, like, omitting anybody, for any, any reason. And and that the conversation kinda goes on after the session too. Right? Yes. Of course. This is a moment in time. It's supposed to catapult you to your next, to that next step and then just continue to collaborate across along the way. Alright. Caroline Daudlin, collaboration architect at Coca-Cola. Thanks so much for walking us through that collaboration architecture. Very, very fascinating. And we have, access to those frameworks that you showed us there. We put them together in a template. So you have the three of those, the pre mortem, the innovation workshop, and the idea filtering there too. And can we, can we put that into the chat? So you should have a link to that template. If you have a Mural account, you can log in, and then get it. If you need to if you don't have a Mural account, you can sign up and get that template. So you can get Caroline's frameworks. Right? If anybody had any questions, feel free to reach out to me directly, [email protected]. And stay tuned. We're gonna be having another couple of webinars. We have one coming up in June and and one in July. I know that we're planning right now. So everybody, stay tuned for that. And with that, once again, thanks so much, Caroline, for joining us. Thank you. Have fun collaborating. Alright. Yeah. Thanks for that. And thanks everyone for joining us. We'll be back, like I said. And with that, we'll end today's session. Have a great day.