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The 5 Ps of Lean Manufacturing: A Process-First Approach to Deployment of BIM 360

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Description

In the effort to digitize the construction site, project teams and company leaders are tasked with deploying new software, but adoption of new technology in construction is not as simple as buying software and training users. A structured approach to deployment of any new process or platform is essential to successful deployment. This class will demonstrate how a lean manufacturing methodology can be applied to technology deployment, specifically BIM 360 software, to drive a digital construction site.

Key Learnings

  • Understand the importance of a clear purpose for technology deployment
  • Understand how to keep data at the center of process development
  • Learn how to gain buy-in and conformance from all team members
  • Learn the importance of the process behind any technology initiative

Speakers

  • Mitch Cornelius
    Mitch Cornelius is a Business Consultant with Autodesk and has been engaged with construction companies across the US in this role since early 2016. Mitch has a passion for improving outcomes for construction companies through refining business process. Mitch has been involved in the construction industry since 2004 with a focus on application of technology to construction processes. He has worked on projects that range from very small to very large, but on every project his focus is to improve business outcome through process refinement and application of technology.
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      Transcript

      MITCH CORNELIUS: I don't see anybody-- oh, we got one more coming in. So I think we'll just get started now, right on the dots, instead of waiting a couple more minutes. So I'll do introductions here in a minute, but I wanted to make sure that we go through learning objectives first. And I'm doing this as a courtesy to everybody in the room. This is the class you signed up for. My feelings do not get hurt if you don't feel like this is the right class for you still.

      The topic was a process-first approach to the employment of BIM 360. We're not going to be talking in-depth about BIM 360 as a product, but we're going to be showing a little bit about how you stand up a new deployment of something like BIM 360. But what we're talking about really applies to any technology. So if you're looking for some really in in-depth like administration set up BIM 360, we're not going to get into that today. So feelings not hurt if you need to leave for that, but this is what we're going to go through-- the purpose, process, people, and performance associated with setting up a deployment strategy.

      I am Mitch Cornelius I'm a Senior Business Consultant with Autodesk. I have been for not quite three years now. Before I joined Autodesk, I was in the construction industry-- worked for a big, national, general contractor for six years or so. I spent a few years with the smaller, regional, general contractor in Salt Lake City. So I spent about 10 years working in different roles in construction management.

      Since coming to Autodesk, I've taken the experience that I gained on the construction side and applied business consulting practices to them. I spent a lot of time with a lot of the biggest architecture, engineering construction firms in the country and in the world, helping them build strategies for things like BIM 360 deployment or process improvements of many kinds. But what we're going to talk about today is kind of, I guess, a synthesis of everything that we've been building for the past few years. So a lot of background has gone into this framework that we've put together here today.

      AARON GETZ: I'm Aaron Getz. I'm a part of the Business Consulting team at Autodesk, and our focus is construction. Like Mitch, I come from the industry, as well. Part of my time was spent in project management and part of it was spent working on VDC initiatives. And I've been at Autodesk for about 4 and 1/2 years now. And it's been awesome. It's been a lot of fun.

      More recently, I've been focused on how to better engage with our customers, how to improve our methodologies, and how to improve the experience of deploying what we're about to speak to you regarding today.

      MITCH CORNELIUS: And real quick, I don't think-- have any of you, just real quick, worked with Autodesk Consulting organization before? We've got a few. So it's not foreign to all of you, but our consulting organization is not a sales organization. We're not a customer success management team. Our customers hire us-- they pay for us to come out to their companies, their organizations, to help them develop things.

      It could be implementations of software. It could be business process consulting, like we do. It could be technical consulting, where we write custom code for you. It could be a lot of different things. It's just that it's a consulting arm of our company. And not a lot of people know about it, because it tends to be work with just our EBA customers for the most part.

      So that's maybe a bit of our background. We're not the typical Autodesk employee, I guess, in that way. We spend-- at least I spend-- at least 60% to 70% of my time at customer sites. So I feel like I'm more of an employee of the customers I work with than I do of Autodesk sometimes.

      AARON GETZ: We're a little bit unique. We want to get to know you just a little bit though. By raise of hands, how many are attending AU for the very first time? Wow, that's a fair amount. That's good.

      How many architects in the room? OK, just a few hands. How many engineers? Great. And contractors? Perfect.

      Who has never used BIM 360 before? Wow, that's awesome. Great. It looks like we have a fairly diverse group here, and perhaps even some people that are new to BIM 360 and Autodesk, and so we welcome you.

      We appreciate you taking time, and we're excited to share with you, as Mitch, said some of the things that we've been working on for the last few years. We've been in transition. We've been changing how we engage with our customers. And again, we're excited to share that with you today, and are hopeful that it's helpful for you guys and in your organizations as well.

      MITCH CORNELIUS: Cool. Thanks. So what does this look like? I'm going to start by just showing you the framework quickly, and then we'll dive really deep into each step along this process. In the lean manufacturing world, if any of lean and manufacturing, how it works, there's a concept called the five P's. And it typically is applied to process improvement in a manufacturing space, but it's a concept that I think can be applied to just about any activity.

      And it drives my wife nuts, because I've started to do this on things like get our own house. And it may be going a little bit too far, but it's a framework, and it works for me. So I go with it.

      But the first step of this is having a clear and defined purpose. And I think this is probably the thing that trips up most companies as they're trying to deploy something new, is knowing what that purpose is. Once you define that clear purpose, you can start layering in the process, the people, and the technology. And I think those three spoke of that wheel are the ones that we're most comfortable with typically. We know the people, process, technology. We know how things should be rolled out.

      From there, kind of an overriding layer of all of it is the performance aspect. This is, how do you actually know that the solution or the system you deployed has made an impact to your business in the first place? So that's the five P's-- quick summary on it-- purpose, process, people, platform, performance. Thank you. We can go now.

      [LAUGHTER]

      I'm kidding. So I want to talk about each one of them in a bit more detail. And I'll start with just purpose. The first step is really just determining why you're doing something. It sounds really simple, but quite often we forget to look really deeply at why we're actually doing something. And I know some of us sometimes-- when I was in the construction industry, I liked chasing shiny objects. I'd go to a conference like AU, and there'd would be drones flying around. I'd be like, I don't know why I want that drone, but I want it on my project site. And so we go and we invest all this time and energy to getting a drone on our product site, and then we get it, and we're like, I don't even know what to do with this anymore-- what am I really doing?

      So having a clear, defined purpose is really, really important to deploying something. There's a really shareable-- I call them-- business-- I guess he's a management consultant, Simon Sinek. Do you guys know Simon Sinek? It's really hard to look at LinkedIn ever without seeing a quote from Simon Sinek, but it's because his content's really good. And he's got a book called Start With Why or Find Your Why. I think there's a couple of books.

      AARON GETZ: Start with Why, yeah.

      MITCH CORNELIUS: Start With Why. And there's a Ted talk if you like to the 15-minute version of the book. But in that talk, his line that sticks with me, and I use it frequently is, "People don't buy what you do. They buy why you do it." And this, to me, is pretty essential for people in the room here, is you identify something that you want to roll out in your organization, you almost always need support from your leadership-- people above you that are going to make the investment and maybe actually make that happen. For them, they don't buy what you do, they don't buy the drone on your project site. They buy why you do it, which is, what are you actually intending to do with that?

      And we miss that a lot of times. And frequently, profit is a motivator. Everybody wants to make more money. We think it's going to save us money, that's why we're going to be deploying something. But that's not always the only reason.

      So we need to figure out why this really happens. And there's a couple techniques that I like to use to get to it.

      AARON GETZ: Unfortunately, when we visit customers, we see so often when we sit down with an executive, they say, I have a problem with x, y, z, so I bought your product. And that's a fundamentally flawed approach, because you're just trying to purchase your way out of your problem or your challenge that you're having. And so what we like to do is we like to challenge that-- why are we having that problem? What's the real reason behind it?

      We can throw money at it, but that's not going to fix it. And so that's why this is the very first step-- we have to identify, why is this occurring and how can we change it? So we're going to get into that now.

      MITCH CORNELIUS: I should have said earlier, if you guys have questions, just interrupt us and ask. I'd prefer to do that than wait until the end. If you want to wait until the end, then that's also fine. If I think we'll cover it throughout the presentation, I'll just tell you to hold off.

      So a really important step is figuring out why it is. And there's some tools that we use to understand why. And one of them that I like to use is this abstraction ladder that you see on the screen. But some of you have used the 5 Whys-- does that sound familiar? Just keep asking why and why and why until you get to the core of it. I like the abstraction ladder, because it gives you a little bit more information throughout the process also.

      You may start and say, what am I trying to solve? Well, what I want to do is I want to manage data better and streamline our workflows. That's my why. That's my reason. That Sounds pretty good. But we don't really know if that's the core reason why we're doing something.

      So what you do is you ask yourself why. And you may get five or six reasons why that's why you want to manage your data better and streamline workflows. And once you kind of understand those you, you typically-- I've done this quite a few times with customers, there are always trends that come out of this. And in this case, the trends you're starting to see is money. We need to save money. That's why we want to manage data better. And we want to improve communication.

      So your why may actually be some more like, we want to reduce costs and improve communication through effective document management. That's a much different question than we had originally. And this is a real example from a real customer that I worked with. This is where they came to on this.

      You can get to a similar place by using five whys. But I like what I like about this is you get all this information in the middle that you can kind of hold onto and maintain as an artifact long term. And the other thing that you get from this is things upstream are the whys. And as you build this, going downstream, those become the hows.

      So if we want to reduce costs and improve communication, we're going to do that through saving costs, being more lean, avoiding redundancy, organizing data, and managing data fidelity a little better. And it goes it goes down even further. You can up level this as many times up the ladder as you want, but this is just kind of one step.

      This is really, for me, the first step that I take with every single customer that I work with is, why are we here? Why did you call me in the first place? Why are we engaged in this project?

      The next step is process. And this seems like a logical one, but it tends to be the hardest for some of our customers to really figure out. This is business process consulting 101. It's what are you doing today, what do you like or don't like about what you're doing today, and what should you be doing in the future, and then how do you get from point A to point B? That's kind of what we're doing with this process piece.

      It requires a hard look at what you're doing today. I think it's incredibly important, on this, to make sure that you're being honest with yourself. Because sometimes when you say, well, how do you do design reviews today? Well, we have this process map. Let's show you the process map. This is how it goes today.

      But how often does that process map actually get followed on projects? Or are we taking shortcuts consistently? It's good to document-- it's important to document what's actually happening, not what you think should be happening.

      AARON GETZ: And to that point, we sit down with a lot of customers, and they all gather in a room, and we have a big workshop. And there'll be, for example, a superintendent in there, but his boss is in there and he'll try and impress him. He'll say, well, let me tell you about our punch list process, or let me tell you about our commissioning process-- whatever it happens to be. And it's so important, though, as Mitch mentioned, that we are honest in this. If we're going to improve, we have to be honest with what we're doing. We can't improve something where we're not honest with ourselves on.

      MITCH CORNELIUS: So looking at the current state-- I don't want to get into process mapping. There's literature you can get into for process mapping but everybody does it a slightly different way. But I think there's a few important things to capture as you're gathering current state processes and things you're doing, and that's, who is involved, what roles do they have-- from a director, down to individual project team members-- what meetings are required, or would decision points do you have throughout the process, are their activities are concurrent that happen throughout, and how do they all interact with each other? This is just capturing what you're doing today. And again, being honest here is incredibly important, otherwise it's hard to remove redundancies.

      From there, when you have your current state, gather the group together. What do you guys like about this current state? What is working today? Do you like it? Do you not like it? How is it working?

      What do you not like? What should you stop doing? What's happening here that is a waste of time or waste of energy? Which one needs to stop? And what is something that maybe should be cultivated, or we need to start, or something that needs to change and we can improve?

      We call it a continue, stop, start. It's pretty self-explanatory. But I like to do it with sticky notes that are colors on a wall, but you can do it a lot of different ways. The reason I like to do sticky notes is because you can start to cluster the different information that gets up there, and it becomes a very clear picture of what's going well and what's not going well.

      Like in this specific one-- again, this was a real customers-- 3D coordination looks pretty good, right? There's a lot of green there, so we're happy with what's going on with 3D coordination. But construction document management, there's a whole lot of red in that box. So as we're developing a process, what we're doing with our document management here needs to be taken into consideration pretty clearly.

      After you've documented the current process, you've assessed it, you've looked at what's really working or not working, then it comes time to start mapping what the future state is. So we're looking, again, at the top here. This is that exact same process map. This is your current state.

      You may have said from our continue, stop, start exercise that we think these five steps are no longer needed. They're just not adding any value to the process for us. So let's just cut them out completely and build this new process map. And what we've done is we've taken, in this case, all the work out of the assistant project manager space and put everything into the architect and engineer giving outputs. This was a document management piece. In this case, why do we have an assistant PM on the construction site that's managing the documents after they come from the design team. And this what they wanted to go. So it's, how can you actually this process here?

      From there, we got our purpose, we've got our process. We had swim lanes in this process diagrams for roles and people. The people aspect is probably the hardest piece to really understand and figure out how to solve. But we need to figure out, as part of this, who are the people involved in this process that we need to improve, how do they interact, and how likely are they to change the way that they work today? That last one is the hardest question to answer of all of this.

      AARON GETZ: So people are emotional beings. That's why this is the most difficult one to achieve. We're no longer dealing with software that works in predictable ways. We're not working with technology that is, for the most part, predictable. We're now dealing with people. And so this one is extremely challenging. So we're going to give you guys some tips on this one.

      MITCH CORNELIUS: So there's a lot of ways you can capture the people involved in the process that you have. One of the first ways I like to do is look at people from a bigger group, or role, or perspective. And I do it by building stakeholder maps. So these maps essentially show relationships between different groups that participate in a given process.

      How do they talk to each other? How does information passed between them? This could look like a lot of things. And this is a similar concept to the process maps themselves, with swim lanes of how people work through a process, but it gives you a lot more flexibility to just say, our site services team here is told to get started by operations, and that's just a step that happens, but it has to happen. So mapping your stakeholders-- all the stakeholders, as a group-- gives you a clearer picture of what goes there. And again, it's who's involved, how do they interact with each other, and what information goes back and forth between them.

      From there, I really like RACI diagrams. I don't know if you guys use RACI diagrams in your organizations. So this isn't news to a lot of you, but looking at who is responsible in a given process, who is assigned specific tasks in a given process, who only contributes to that process, and who just gets information out of the process. Some people get multiple. This could be a quality management process. We have a construction [INAUDIBLE] management process we have here.

      Your subcontractors are responsible for their own quality management. They're also assigned to fill out quality tasks. And they contribute individual content to it. But they don't really care-- your steel subcontractor doesn't really care what the painter is doing from a quality perspective, so they need all the information that comes with it.

      Your business unit leader, all that they really need is the information. They're not really responsible. But I think, sometimes, as we're rolling out new processes, we go to our business unit leaders, and we say, we want to do this. Help us figure out this new process. Let's make this happen. But what you're missing is all these people down below that have the real, actual insights of how this is going to impact their job long term.

      And from there, there's the change management side. This is a whole kind of gnarly beast that we won't get into a lot today, but change management is really how you manage the people side of any technology or process change. What you're looking at here was a company called Prosci that did a ton of research, and they built the ADKAR model for how to guide people through changing. And it essentially is a methodology, a framework, of how to move people from awareness of a change or of a need to change, to a desire to participate in the change to knowledge or training or an ability to change, and then into ability, which is their demonstrated competence to that knowledge, and then how you reinforce them long term.

      But there's more to it than that. Change management is about communication planning-- how you're going to speak to different people. It's about, who are your sponsors? And not just your executive sponsor, but who are the middle managers that play a key role in ensuring that anybody has the right information. How do you plan for resistance, which you're going to have on any deployment, I think, and how do you manage that resistance?

      How do you incentivize people? Maybe it's by giving them Starbucks gift cards, maybe it's just by showing them that their job is going to get easier. How do you coach the mentors that are going to be supporting this process long term, and how do you build a training plan throughout? I will talk to you, at length, about this another time, but this a five-day-type training thing here, and I don't think we have time to get into it now.

      From there, we've spent, here, the last 20 minutes almost, just talking about purpose, process, and people. And we're only now going to talk about how technology fits into this. And that's really intentional.

      It's critical that you start to identify those first three P's before you start layering in the technology. And the reason is, sometimes, what happens instead is you're shoehorning a technology into an existing process that you already have. You're saying, we're going to make this fit. I'm thinking the step sister from Cinderella trying to make the shoe fit. That's kind of what happens frequently. The shoe is my new technology-- I've got to make it fit. But your process just doesn't work that way, and your company doesn't want to work that way. So it's really important establish those pieces first before you start seeing how the technology will support it.

      And from there, a lot of this is kind of back to the process mapping. Hopefully, you've done all the process mapping already in the current and future state pieces. But we're starting to look now at how BIM 360 actually applies to that future state process that you have. So the process map you're seeing here is just to submittal approval workflow. And it's technically not a really complicated process, but you're starting to see a lot more steps in this process here than is typically required of a similar workflow. And the reason you are is because we've put in specific button clicks or steps in the software that you need to take to pass that submittal through from inception to approval.

      So taking that same process, applying a layer of technology-- I've done this a few different ways. One is just like you see here. We still have swim lanes by role and how they do things. But I've done it before we have swim lanes by technology. So you see how information passes from one software platform into another and out. I've done just storage location, where is this content stored and BIM 360, and then it's moved to SharePoint, and then it's moved to somewhere else. There's a lot of ways to map that, but this is where you've got to gets your creative juices going to applying the software in that workflow.

      This step here is also when you start to develop the content associated with this technology deployment. So you have in product content that you need, like templates in Revit for families, or do you have project template setup and checklist templates setup in BIM 360 fields for your quality inspections? Do you have training collateral? Has that been thought about yet? Do you have user guides long, term leave behinds, or ways that people can engage long term?

      AARON GETZ: I think we see, too often, where an organization will purchase some software, and say, here you go. Here's all the different things the software can do for you. But what they don't do is help you get started. They don't help develop this content. And that is a critical step for being successful in deploying any of these solutions.

      So we highly encourage the organizations to start building that content, not just talk about what the software can do and the content that could go in there. Let's take that first step and actually create the content.

      MITCH CORNELIUS: So the last step here is the performance side. So this is really-- the question we're trying to answer is, do we do we actually have an impact on our company's performance by deploying this new software? If you're not asking yourself that question after you've deployed something, then you're doing something wrong. This is the continuous improvement side of the lean process that we go through. It's the self-check, did we actually make a difference? And so this is a lot of times looking at your company performance and what you're doing long term.

      But to get there, we kind of go through this data strategy or sometimes this would be like an implementation maturity. Essentially, what we'd like to do is move you as a company or move this project team from the compliance side, all the way up to monetization or the realization of actual benefits. Compliance in this case means, this project team is giving me the content and results that I expect from a process. They're giving me my punch list or they're giving me my submittal, then they're complete.

      Conformance is, we gave them a process. And I know that they're giving us the good content, but are they actually following the process? Is the process itself healthy, and are they following it along? This is stepping up a little bit more-- getting up to that conformance level.

      Once they're following the process, then you can use those people to optimize that process. What's going well in this process? What's a waste of time? What do we need to take out, or change, or what do we need to modify? And once you understand that, you start to see that's where the benefits to the bottom line impact that you start to see come in.

      This is pretty well ingrained with what happens in the BIM 360 platform. And I'll step through how we use the data that comes out of BIM 360 to guide you up that curve throughout. BIM 360-- this is field management. So this is the next-gen BIM 360 Field management we're looking at here. And Field classic does the same. It gives you a lot of really good compliance-type metrics just out of the box.

      Did we create issues? Are our checklists created? Did we get daily reports actually created? Just information that shows you if something actually happened. But that doesn't really do much for you, right? It's not improving your business, it's just checking a box that you actually did something and it happened.

      So what you need to do is start to ask yourself questions from that information. Why did we have so many issues? What was the worst subcontractor that we had for following up on their issues? What was our time to-close-issues? And you can start to ask yourself a little bit more information. But this is more on the conformance side. We're actually making things happen. We're following this process, and we're getting stuff done.

      But this is still looking backwards at what happened on your project, and it's not really showing an impact long term. So let's take this and go a step further. What if we took that same data and started to map it in a different way that makes it more real for the project itself. So again, these are real charts from a real customer's real project. And what we're seeing here is-- the goal from this is to identify trends in the project before they become problems.

      So this is a postmortem on a project. And what I like to highlight here is this is count of issues by location-- a percentage of issues by location. And what stands out to me is this big peach-colored or pink-colored triangle on the pie chart and this whole area here are the same. What we're seeing is in December 2017, that made up more than half of the issues we found were in that one area alone. And that was consistent through a lot of the project.

      Now, wouldn't have been great if we started to see earlier on, maybe right here, at this one area, we're having a lot of quality problems there. What do we need to do in that area to make those quality problems not happen in the future? And by putting some proactive work in place, can we prevent these issues from ever happening in the first place? That's the goal of this. Now we're, in the optimization side of this-- what can we do to actually optimize our work throughout?

      The other charts are similar, and we can talk about it later, if you like. But from there, it's how do you how do you tie that data-- all this raw data that we have, how do you tie that to actual company performance. This is where tying-- it's different for every company here, but this is tying your project performance data to actual metrics and things that you get out of BIM 360, or CMIC, or whatever the tool is that you're using.

      And you're looking for trends here. Do we see a positive correlation from proactive quality management, their checklist usage over issue usage? Do we see a positive correlation between that and profit on a project? As a consulting group, we've looked at a lot of companies. And we do see a positive correlation there. We also see a negative correlation between overuse of the issue module and under use of the checklist module and negative financial performance on a project. So

      You start to see pretty quickly that tying company financial performance data to data that's just output directly from BIM 360 or whatever the tool is that you're using can show you a pretty clear picture of what's happening on your projects.

      AARON GETZ: Who's seen those charts that show construction efficiency going down and manufacturing going up?

      [LAUGHTER]

      Is anyone else tired of seeing those. I feel like, number one, that's not a fair comparison. But number two, this is changing. This entire scene is changing. We started using technology, really, in the last decade within construction. And because of that, we can extract this data. . We can see what's happening. We can make better decisions, more informed decisions.

      And that's what we're seeing. I know that our efficiencies can improve the more we look at our data and understand what it's telling us. And so we're really excited about that. But it's a critical component for deploying any of these initiatives in your organization.

      MITCH CORNELIUS: I think understanding your strategy for how to tie i to performance is really what we're getting at here. There's so many ways to do this, and they depend on what software you're using for everything that you use in your business. And so this becomes really complex and difficult, but I guess the point I'm trying to make here is this is pointless until you've actually built up conformance, and compliance, and optimization of your process. Once you do that, you can start to get to these really clear pictures here.

      So that's setting the foundation and the groundwork of a software deployment. So how do you actually make this happen on your project? So raise your hand if you saw the handout for the class before you came here. We got one. Good. No, two. Kudos to you guys. That's awesome.

      The slides we're going to go through here, this is spelled out in a lot of detail in the handout. So if you want to listen and not take notes, that's OK, because there's a whole lot of content in that handout and it's all there for you. But I want to go through this kind of quick, because the content is there for you.

      We've spent a lot of time over the past maybe three or four years building the strategy that we've deployed a lot of things at a lot of companies, and we have found this, what we call, it's the wheel of fortune. We found this wheel of fortune to be-- just efficient. It just works.

      AARON GETZ: So we're trying to give the guys a tip here. We see a lot of different organizations. We see very successful deployments, and we see deployments that aren't as successful. And we've tried to compile the ingredients to be successful. And we're about to show you guys this.

      The five P's was the foundation. This gets into the nitty-gritty now and how we actually do that. So again, we're trying to show you, as people that go around to many different organizations, all over the world even, this is consistent on how to be successful in deploying.

      MITCH CORNELIUS: I was having dinner last night with a designer from a big design and management firm, and he asked me-- he said, you've been with Autodesk three years as a consultant, what's the one thing that you've seen that's kind of surprised you? And to me, the answer was, every project that I've worked on as a consultant, everything that I've done, I think, almost without exception, has fallen into this cycle no matter what. And what surprised me the most is how surprising this is to our customers that we work with. This seems so logical, I guess, is what we're getting at, but it's also the biggest tripping point for most of the customers.

      Understanding a purpose, that seems like such a basic idea. But I can't tell you-- it's probably 80% of the projects that I work on, there is no purpose, we just don't know that yet. So this was kind of the same thing. It's just it's one of those things that just happens, and it works, and it seems really logical, but it just works.

      So the first step here, it starts, for, me with executive support, but it is a wheel, so this kind of continues to go throughout. From an executive support standpoint, are you a company that can mandate the use of a certain process, or tool, or technology on individual projects. Not all companies are. If you are, then do you have a mandate in place, and how are you going to enforce it?

      Do you have executive involvement. Is there a senior leader in your company that can help to drive this down throughout the organization and through the people that report into them? And how will you show your executives the impact of this adoption on the company business long term? Because that's what they're looking for, right? They don't care how, they want to know, what does this mean for us and did we actually get a difference out of this? So executive support, step number one.

      AARON GETZ: Real quick-- one thing you'll see on this approach,

      AUDIENCE: Question?

      MITCH CORNELIUS: Oh, yes.

      AARON GETZ: Please.

      AUDIENCE: What happens if they put in a memo that you have to do that [INAUDIBLE]?

      MITCH CORNELIUS: Yeah. So it's tricky, right? Because we've all gotten those. Here's your email. This is your new process for x, y, and z. That's not an effective way to communicate that. So so having executive involvement, I think, is really critical. How you use that executive involvement is just as important. And the communication plan that I talked about a bit earlier, how you communicate that down to employees is important. Does that makes sense? Or are you asking more is the executive even really involved, or are they just kind of a shadow--

      AUDIENCE: Yeah, exactly. They say, yeah, [INAUDIBLE] but [INAUDIBLE].

      AARON GETZ: So one thing one thing that you'll see with this approach is that we are encouraging not just a top-down push, but also a ground-up approach. So you'll see in these later steps that we want to grow it organically. We want to go to the project level also, and we want to see it grow. The top-down, the executive support, is very necessary, and it's critical to the success. But that's always, as you mentioned, might not be the strongest aspect of your deployment, and that's OK.

      AUDIENCE: I think you're being a bit contradictory.

      [LAUGHTER]

      You either have executive support, and it's a top-down decision, or you start from the bottom and you convince them later on that it was a good idea.

      AARON GETZ: So yes. We're advising both. Don't just don't just ask the COO of your organization to send an email everyone's saying, this is how you do it. Now, you need to go to your projects. You need to convince them. Because half of them don't listen to the COO. They know more than the COO. That's what they'll tell you anyway, right? So you'll see here that we want to lay the groundwork so that you work with the projects as well, so that you can be successful with the project teams and convince them. Because you're not going to get it just with the executive support.

      It's very, very helpful. It's a critical component. But you got to work from the bottom up as well. Is there another question?

      MITCH CORNELIUS: Did we get you? Is that help a little bit. We are being contradictory, but it's also the right way to do it.

      AUDIENCE: [INAUDIBLE]

      MITCH CORNELIUS: It's attacking it from both sides, right?

      AARON GETZ: Yeah.

      AUDIENCE: [INAUDIBLE] the executive support, so you can convince me [INAUDIBLE].

      MITCH CORNELIUS: You tell me. That would be good. So next step on this, you have your executive support, you have a senior leader that's willing to come to bat for you, not just in word, But in deed also. Your next step is to actually plan for the deployment. So this also seems like a pretty simple step. Do you have a roadmap and a timeline put together? For the short term roadmap, what are we going to do over the next 30, 60, 90 days. And what is this going to look like in two or three years?

      Do you have content created? We talked to our content earlier. Are the processes and workflows all well-defined and ready to be deployed? This is building up the actual content and planning associated with the deployment itself.

      From there is the infrastructure piece. Infrastructure, we typically associate with the technology itself. For BIM 360, do we have iPads in the hands of all of our end users? Do we have the software purchased, and procured, and ready to go? Is it installed?

      But there's a lot more to infrastructure than just the technology. Do you have a support infrastructure in place? Have you built a champions network how people can support each other-- a peer-to-peer network-- where there are people that know the system inside and out and they can work with each other to support and help guide long term. Do you have a governance team in place, where your senior leader is the sponsor of that governance team, but he's got people underneath him that have some clout and sway with the rest of the organization.

      Have you built a communication plan that shows how you're going to speak and work with different people-- different stakeholders in the process? This is the infrastructure side. It's just really making sure that you're actually ready to do what you need to do.

      And once you do that, this is the easy part. If we've gone through a purpose, and process, and people, and platform, and we've got a performance strategy, we've gone through executive support, end planning, and infrastructure. Implementation is easy. This is training.

      We need we need everybody in a room for eight hours. We can teach you how to use the software. And then we need to go. The hard part of this is the last bullet here and the follow-up. Once you train, do you come back 30 days later, 60 days later, 90 days later to see how the process is working for each individual team and each individual person? If you don't, then I guarantee you, you will be losing users very, very quickly. People will revert to old ways and they'll fall off.

      The only couple of things here that I wanted to highlight, though, who trains is that important piece. Some companies really want a third party consulting group to come in and do training. Other companies, it needs to be somebody internal that does a training. And understanding the culture of your company and what works best is not always the easiest thing to figure out.

      And then, last is sometimes it makes sense to use demonstration or pilot projects to show how this workflow works and how it can support. I like demonstration projects. I also don't like them, because they tend to push the deployment of the solution out a very, very long time if you want to see the results of a pilot project first. So be careful with running pilots, and make sure, if you are running the pilot, you've got a plan to assess the effectiveness of it quickly and get into adoption quickly also.

      Then the last piece is that change management, which we talked about a bit earlier, the ADKAR Prosci model. The only thing I wanted to say here that was a little different was, the incentive and resistance planning pieces-- incentive planning is the WIIFM, what's in it for me? Have we told and communicated well enough to the project teams what the benefits are that they're going to get out of a new process deployment that we've got through. If we haven't, then we're missing it.

      Resistance planning-- you will have resistance. Again, there will be people that don't want to do it. Several resist vocally, others will kind of do it sneakily, and others, they just won't talk to you at all. But it does happen.

      And then the last is, how do you know that you were actually successful with this deployment? Have you measured your success, and what are your criteria? And once you do that, you go right back in to executive support and you cycle through this again to make sure you're constantly improving and going through this deployment strategy piece.

      That's it. So if you wanted a picture of the entire thing, this is it here for you. There's your deployment strategy-- executive support planning, infrastructure implementation, change management. Oh, the cameras came out. I'll give you guys a second before I click. I don't know-- the font is a little bit small. I apologize. I don't know if that'll come in on the cameras in the back of the room.

      So that's really it for us here. The left side here, this is your foundation for any successful software deployment-- the purpose, the process, the people, the platform, and the performance. Those are your five P's from lean manufacturing. The right is how you take that foundation and build upon it to actually get something stood up. These two frameworks, for us, have worked together seamlessly to provide success for our customers. I really don't think that there's been a project I've worked on where we haven't used at least most of both of these to make it successful.

      And that was our presentation. So it's 2:10 right now. We have about 20 more minutes. We can take questions the entire time. I will be here. But thank you, guys.

      [APPLAUSE]

      Mister in the front.

      AUDIENCE: I have to say, [INAUDIBLE] answer this gentleman's question here, he's got some executive support in one way, with [INAUDIBLE] pointing out and saying, this is the project we want to use. I can tell you from the fact that that's how our company did it. And I've had to go all the way around the circle and back into that management role to start proving to that some of the things that we can do and how it can help them meet their new goal that they've decide, this is what we will mandate in the first place.

      Don't expect them to know the intricacies of the program, because they don't care. They care about the bottom line. But they know enough about it to understand that it can improve their bottom line if it's utilized correctly. So don't be discouraged. You have one leg up on most companies, just researching and trying to do something, and then don't give a try. Don't give up.

      And I can say that for my mistakes [INAUDIBLE] has helped us to be successful. And if it takes years. It doesn't happen overnight.

      MITCH CORNELIUS: Thank you.

      AARON GETZ: Thanks.

      MITCH CORNELIUS: Appreciate it.

      AARON GETZ: Yeah. Very helpful. Any other questions?

      MITCH CORNELIUS: Yeah?

      AUDIENCE: How large is the-- [INAUDIBLE] organization [INAUDIBLE] 35 assignments. How do you tackle that versus a BIM 360 implementation? Do you do it by [INAUDIBLE]? Do you do it by project?

      MITCH CORNELIUS: So that's a good question. The question, for those who didn't hear it, for a big multinational multi-design office deployment of something like BIM 360, what is your approach for that? I don't have an answer for you right now without spending lot of time looking at it. It's similar to I've worked with construction companies-- maybe we'll call them a $4 billion construction company, big, US company, but centered in the United States, with multiple business units, and regions, and places that they work. Two companies, exactly the same, could go about it in completely different ways.

      And I've seen it both ways. One where, at the top, we're going to say, this is our standard, and we're going to push this out to all of the groups, and everybody is going to operate the same way no matter what. And I've seen it the other side, where we said, no, we're going to start at even at the product level or at the region level, and we're going to build our strategy and our plan for it at the regional level, and then share some best practices throughout, but we're not going to centralize it.

      But I think the advice that I would give you is look really closely at what you want to get out of the process, look at the performance side of it. What data do you want to see? What are the touch points, and the metrics, and things that you want to get out of it? And start to build your strategy around that data piece. Because that will help you understand what you need to standardize on across all of the groups. But I think it's probably difficult-- it would be difficult to deploy the exact same set of processes across 14 different countries and 35 different offices, right?

      But if you focus on the data that comes out of it, I think you can be more flexible with what you give to each one of them.

      AARON GETZ: If I could just add on, I think these steps would apply to each of those countries where you're working. But there is going to be some localization that needs to happen to make it applicable for every single region. But I think if you follow these steps, it might be a little bit longer to deploy across an entire organization of that size, but take that demonstration project approach. I'm confident you can be successful employing these same steps. It just might take a little bit longer.

      AUDIENCE: [INAUDIBLE] or time.

      MITCH CORNELIUS: Of time?

      AARON GETZ: Oh.

      MITCH CORNELIUS: I mean, I got to be political and say it just depends because. Because I've had big companies-- the same two $4 billion construction firms, it might take six weeks or it might take four years. If you go from the top down, where you establish your plan at the top, and it's just we crack the whip and everybody underneath us just complies. That's really quick. If that doesn't happen, it takes quite a while. Because it's more bottom-up-- it's more grassroots level coming up.

      AARON GETZ: I've been working with one organization for over three years now. But I will say this, it's incredibly sticky there. The users that we have are very solid users. And it's been a long haul, but it's been very, very solid.

      MITCH CORNELIUS: I'd like to talk to you more about what you've got though, that would be pretty interesting.

      AARON GETZ: Yeah. We can definitely chat.

      MITCH CORNELIUS: We one here in the front. Sorry.

      AUDIENCE: You didn't touch on the [INAUDIBLE] that when you talk about finding projects and finding people, [INAUDIBLE] platform, but I found, our organization, you have to wait for them to look at that process after or during platform selection. Because people don't know what they don't know.

      MITCH CORNELIUS: Right.

      AUDIENCE: And it's the concept of your platform could potentially allow you to optimize that process. So why spend your time refining the process, when it may even be changing.

      MITCH CORNELIUS: Sure.

      AARON GETZ: [INAUDIBLE]

      MITCH CORNELIUS: Yeah. So I understand why you're saying. And coming from Autodesk, when I conduct these types of workshops, I HAVE in the back of my head, what the software can do to support the process long term. So as I'm mapping a future state process, I can ask the challenging questions that challenge those pieces. know: we know that maybe they don't know that this step isn't really necessary or that it can be automated. I know that, but they don't. So it's up to us to say, is that a meaningful step for you? Is that something that you think is actually going to make a difference? And ask those more challenging questions.

      But I will say, if you map the process before you apply the technology, the buy-in from all the people that were a part of mapping that process is much easier to obtain. Because they've seen it as, oh, this was my work. We went through this process mapping exercise, and we decided what it should be. And I was a part of that, and this is what we decided on doing.

      If you'd like to see this more, we have a session right after this. I'm presenting with DPR construction in about an hour about just this. We went through this type of a methodology on a document management workflow to a very specific project. And it was the same thing-- i came in to do a workshop where we talked about the document workflows that they had and what they liked and didn't like. And then we started talking about how solutions should be applied to that process.

      AUDIENCE: I mean, I agree, you have to define the [INAUDIBLE] process [INAUDIBLE]. For us, we're a large multi-national [INAUDIBLE] place. They have a very safe level of platform consideration that has to [INAUDIBLE].

      MITCH CORNELIUS: Yeah, No, you're right. [INAUDIBLE]

      AUDIENCE: With that process [INAUDIBLE].

      MITCH CORNELIUS: No, you're right. And I think some of that foundational understanding is known if you're starting through this process in the first place. You know that we're going to be doing something. Just making sure you're doing it the right way is the hard part. We had a question in the back here.

      AARON GETZ: Yeah.

      AUDIENCE: So the projects I [INAUDIBLE], we try to real hard to do the [INAUDIBLE] here. The market segment I [INAUDIBLE] tends to be run by leadership that thinks they know the answers and wants to go straight to [INAUDIBLE].

      MITCH CORNELIUS: Yeah.

      AUDIENCE: What are your strategies for getting them to give you the time to do the planning ahead.

      MITCH CORNELIUS: Yeah. So I've dealt with that a little bit, but I'm in the unique position of being a third party that's come in to be the expert here. And so leadership tends to just defer to me, typically. If that's not happening, sometimes you can do this on the sly a little bit. You have your executive support. You know you've got that. That's rock solid. How can you build from that and start to build the plan and the infrastructure?

      I think, inherent in going straight to implementation, you start doing some of those things, but you don't do them all the way. Sometimes you have to be sneaky. I don't if you have something else there.

      AARON GETZ: Yeah. You have to play the cards you're dealt, first of all. If you have no other choice, jump to implementation, and you're going to have to pick some of the other things from infrastructure and from planning, and you're going to have to do that ad hoc. And that's not going to be as comfortable. That's not going to be as natural. It may not even be as efficient. But if that, again, is the hand you're dealt, then you need to just run with it.

      MITCH CORNELIUS: And then the other side is jumping from executive support to implementation, you're skipping steps. You're doing some of the essential pieces, because you just have to to implement. But you can typically go right back around the loop again from there. But you get into the change managing people, and then you get to the executives, then you start through it and do it correctly.

      AARON GETZ: Yeah. [INAUDIBLE]

      [INTERPOSING VOICES]

      MITCH CORNELIUS: So what ends up being is those first two steps and then being a waste, right? And then you start into the actual process. But that's part of the people change management piece. Sometimes your executive need the same type of support.

      AARON GETZ: We've definitely seen that though. We sympathize. Any other questions?

      MITCH CORNELIUS: Thank you. I'll hang out here for another 10 minutes. Thanks guys, for coming.

      AARON GETZ: Thanks,

      MITCH CORNELIUS: Appreciate it.

      [APPLAUSE]

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      We use Google Analytics (Web Analytics) to collect data about your behavior on our sites. This may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. We use this data to measure our site performance and evaluate the ease of your online experience, so we can enhance our features. We also use advanced analytics methods to optimize your experience with email, customer support, and sales. Google Analytics (Web Analytics) Privacy Policy
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      We use AdWords to deploy digital advertising on sites supported by AdWords. Ads are based on both AdWords data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that AdWords has collected from you. We use the data that we provide to AdWords to better customize your digital advertising experience and present you with more relevant ads. AdWords Privacy Policy
      Marketo
      We use Marketo to send you more timely and relevant email content. To do this, we collect data about your online behavior and your interaction with the emails we send. Data collected may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, your IP address or device ID, email open rates, links clicked, and others. We may combine this data with data collected from other sources to offer you improved sales or customer service experiences, as well as more relevant content based on advanced analytics processing. Marketo Privacy Policy
      Doubleclick
      We use Doubleclick to deploy digital advertising on sites supported by Doubleclick. Ads are based on both Doubleclick data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Doubleclick has collected from you. We use the data that we provide to Doubleclick to better customize your digital advertising experience and present you with more relevant ads. Doubleclick Privacy Policy
      HubSpot
      We use HubSpot to send you more timely and relevant email content. To do this, we collect data about your online behavior and your interaction with the emails we send. Data collected may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, your IP address or device ID, email open rates, links clicked, and others. HubSpot Privacy Policy
      Twitter
      We use Twitter to deploy digital advertising on sites supported by Twitter. Ads are based on both Twitter data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Twitter has collected from you. We use the data that we provide to Twitter to better customize your digital advertising experience and present you with more relevant ads. Twitter Privacy Policy
      Facebook
      We use Facebook to deploy digital advertising on sites supported by Facebook. Ads are based on both Facebook data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Facebook has collected from you. We use the data that we provide to Facebook to better customize your digital advertising experience and present you with more relevant ads. Facebook Privacy Policy
      LinkedIn
      We use LinkedIn to deploy digital advertising on sites supported by LinkedIn. Ads are based on both LinkedIn data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that LinkedIn has collected from you. We use the data that we provide to LinkedIn to better customize your digital advertising experience and present you with more relevant ads. LinkedIn Privacy Policy
      Yahoo! Japan
      We use Yahoo! Japan to deploy digital advertising on sites supported by Yahoo! Japan. Ads are based on both Yahoo! Japan data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Yahoo! Japan has collected from you. We use the data that we provide to Yahoo! Japan to better customize your digital advertising experience and present you with more relevant ads. Yahoo! Japan Privacy Policy
      Naver
      We use Naver to deploy digital advertising on sites supported by Naver. Ads are based on both Naver data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Naver has collected from you. We use the data that we provide to Naver to better customize your digital advertising experience and present you with more relevant ads. Naver Privacy Policy
      Quantcast
      We use Quantcast to deploy digital advertising on sites supported by Quantcast. Ads are based on both Quantcast data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Quantcast has collected from you. We use the data that we provide to Quantcast to better customize your digital advertising experience and present you with more relevant ads. Quantcast Privacy Policy
      Call Tracking
      We use Call Tracking to provide customized phone numbers for our campaigns. This gives you faster access to our agents and helps us more accurately evaluate our performance. We may collect data about your behavior on our sites based on the phone number provided. Call Tracking Privacy Policy
      Wunderkind
      We use Wunderkind to deploy digital advertising on sites supported by Wunderkind. Ads are based on both Wunderkind data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Wunderkind has collected from you. We use the data that we provide to Wunderkind to better customize your digital advertising experience and present you with more relevant ads. Wunderkind Privacy Policy
      ADC Media
      We use ADC Media to deploy digital advertising on sites supported by ADC Media. Ads are based on both ADC Media data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that ADC Media has collected from you. We use the data that we provide to ADC Media to better customize your digital advertising experience and present you with more relevant ads. ADC Media Privacy Policy
      AgrantSEM
      We use AgrantSEM to deploy digital advertising on sites supported by AgrantSEM. Ads are based on both AgrantSEM data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that AgrantSEM has collected from you. We use the data that we provide to AgrantSEM to better customize your digital advertising experience and present you with more relevant ads. AgrantSEM Privacy Policy
      Bidtellect
      We use Bidtellect to deploy digital advertising on sites supported by Bidtellect. Ads are based on both Bidtellect data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Bidtellect has collected from you. We use the data that we provide to Bidtellect to better customize your digital advertising experience and present you with more relevant ads. Bidtellect Privacy Policy
      Bing
      We use Bing to deploy digital advertising on sites supported by Bing. Ads are based on both Bing data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Bing has collected from you. We use the data that we provide to Bing to better customize your digital advertising experience and present you with more relevant ads. Bing Privacy Policy
      G2Crowd
      We use G2Crowd to deploy digital advertising on sites supported by G2Crowd. Ads are based on both G2Crowd data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that G2Crowd has collected from you. We use the data that we provide to G2Crowd to better customize your digital advertising experience and present you with more relevant ads. G2Crowd Privacy Policy
      NMPI Display
      We use NMPI Display to deploy digital advertising on sites supported by NMPI Display. Ads are based on both NMPI Display data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that NMPI Display has collected from you. We use the data that we provide to NMPI Display to better customize your digital advertising experience and present you with more relevant ads. NMPI Display Privacy Policy
      VK
      We use VK to deploy digital advertising on sites supported by VK. Ads are based on both VK data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that VK has collected from you. We use the data that we provide to VK to better customize your digital advertising experience and present you with more relevant ads. VK Privacy Policy
      Adobe Target
      We use Adobe Target to test new features on our sites and customize your experience of these features. To do this, we collect behavioral data while you’re on our sites. This data may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, your IP address or device ID, your Autodesk ID, and others. You may experience a different version of our sites based on feature testing, or view personalized content based on your visitor attributes. Adobe Target Privacy Policy
      Google Analytics (Advertising)
      We use Google Analytics (Advertising) to deploy digital advertising on sites supported by Google Analytics (Advertising). Ads are based on both Google Analytics (Advertising) data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Google Analytics (Advertising) has collected from you. We use the data that we provide to Google Analytics (Advertising) to better customize your digital advertising experience and present you with more relevant ads. Google Analytics (Advertising) Privacy Policy
      Trendkite
      We use Trendkite to deploy digital advertising on sites supported by Trendkite. Ads are based on both Trendkite data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Trendkite has collected from you. We use the data that we provide to Trendkite to better customize your digital advertising experience and present you with more relevant ads. Trendkite Privacy Policy
      Hotjar
      We use Hotjar to deploy digital advertising on sites supported by Hotjar. Ads are based on both Hotjar data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Hotjar has collected from you. We use the data that we provide to Hotjar to better customize your digital advertising experience and present you with more relevant ads. Hotjar Privacy Policy
      6 Sense
      We use 6 Sense to deploy digital advertising on sites supported by 6 Sense. Ads are based on both 6 Sense data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that 6 Sense has collected from you. We use the data that we provide to 6 Sense to better customize your digital advertising experience and present you with more relevant ads. 6 Sense Privacy Policy
      Terminus
      We use Terminus to deploy digital advertising on sites supported by Terminus. Ads are based on both Terminus data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that Terminus has collected from you. We use the data that we provide to Terminus to better customize your digital advertising experience and present you with more relevant ads. Terminus Privacy Policy
      StackAdapt
      We use StackAdapt to deploy digital advertising on sites supported by StackAdapt. Ads are based on both StackAdapt data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that StackAdapt has collected from you. We use the data that we provide to StackAdapt to better customize your digital advertising experience and present you with more relevant ads. StackAdapt Privacy Policy
      The Trade Desk
      We use The Trade Desk to deploy digital advertising on sites supported by The Trade Desk. Ads are based on both The Trade Desk data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that The Trade Desk has collected from you. We use the data that we provide to The Trade Desk to better customize your digital advertising experience and present you with more relevant ads. The Trade Desk Privacy Policy
      RollWorks
      We use RollWorks to deploy digital advertising on sites supported by RollWorks. Ads are based on both RollWorks data and behavioral data that we collect while you’re on our sites. The data we collect may include pages you’ve visited, trials you’ve initiated, videos you’ve played, purchases you’ve made, and your IP address or device ID. This information may be combined with data that RollWorks has collected from you. We use the data that we provide to RollWorks to better customize your digital advertising experience and present you with more relevant ads. RollWorks Privacy Policy

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      Your experience. Your choice.

      We care about your privacy. The data we collect helps us understand how you use our products, what information you might be interested in, and what we can improve to make your engagement with Autodesk more rewarding.

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      Explore the benefits of a customized experience by managing your privacy settings for this site or visit our Privacy Statement to learn more about your options.