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Starting Your Digital Transformation Journey

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说明

Do you want to exploit the benefits of common architecture, engineering, and construction (AEC) industry technologies and maximize data to guide the decisions you make about your built-environment needs but don’t know where to get started? Do you keep hearing about digital twins but you’re not quite sure what they are, how they could help you, and if you should “get one” yourself? Don’t worry—you’re not alone! What If you could understand your current organizational state and identify major issues that are costing you a lot of time and money? What If you could develop a process for your future built-environment needs that prevents those issues from becoming problems in the first place? Digital transformation is a process that aligns technology and digital resources to your current business needs and future goals. Join this lecture as we break down the necessary steps to get started on your digital transformation journey and move toward a much more efficient way of managing your complete built-environment lifecycle!

主要学习内容

  • Define the Problem: Learn about your current operational benchmark and identify areas for strategic improvement
  • Learn how to develop a strategy: Learn how to create a clear road map toward the creation of a common data environment and ways to maximize it
  • Learn how to implement solutions: Consolidate resources and implement new processes and tools to help you achieve and measure success
  • Learn how to put your data to use: Discover ways to utilize your facility data and maximize your deliverables to the fullest extent

讲师

  • Marin Pastar 的头像
    Marin Pastar
    Marin is a Registered Architect and Innovation & Technology expert. He started his professional career 20 years ago as a technical production architect and a project manager. Through his personal practice and project experience, he realized how disjointed the Design and Construction industry is, and the vast amount of room for process improvement. As a result of his efforts to connect the AEC industry and improve his own projects, his career evolved towards Technology & Innovation. Throughout his career, he led all aspects of Project Delivery from Design, Visualization and VR/AR, Reality Capture and UAS systems, to streamlining AEC Workflows from Planning, Design and Construction, into Facility Management and Operations. He is a strong advocate for the Owners, striving to eliminate the costly duplication of efforts in project execution. In his current role at Jacobs, Marin focuses on leveraging his extensive AECO industry experience to help global project teams discern project technology & innovation constraints and opportunities. He is passionate about developing the most suitable project execution strategies that leverage advanced Virtual Design & Construction tools and workflows in innovative ways to help streamline the Design/Construction delivery, and achieve a digital handover of the Built Environment suitable for enhancing the Owner Asset Lifecycle Workflows through succesful implementation of Digital Twins.
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Transcript

MARIN PASTAR: Welcome to Autodesk University 2021 and my presentation about Starting Your Digital Transformation Journey. My name is Marin Pastar. I'm a licensed architect working out of St. Louis. I've been in the industry for about 20 years. And I work as a Global Technology Leader for Vertical Information Modeling at Jacobs.

Jacobs is a global organization of about 55,000 people. We provide various types of solutions for our clients across the built environment, transportation, water, environmental solutions, health and finance facilities, digital across markets. And we're able to do that by simply challenging state and reinventing tomorrow.

So quick agenda about what we're going to be talking about today here. We're going to keep it fairly simple and fairly relaxed. We're going to talk about defining the problems and some of the common industry challenges we're trying to solve. We're going to talk about developing solutions and the change management process that's involved with that overall process. We're going to talk about leveraging the data that we have and the kind of optimized state of what we're trying to achieve.

But before we even get started with some of the industry challenges I want to go back and provide a little bit of a background as to why we need the digital transformation to begin with. So, one of the biggest challenges today is this digital disruption that's happening all the way around. This digital disruption is a change that occurs when new digital technologies and business models affect the value proposition of existing goods and services.

50% of business leaders said they can already identify digital disruption occurring in their industry. And 70% of business leaders said they anticipate it will impact their industry in the near future. That data actually is a couple of years old. But it is still very valid to today's date. What I'm trying to make here is digital instruction doesn't need to be a negative thing. It has such a negative connotation to it.

But it literally enabled companies like Amazon, the world's most valuable retailer that owns almost no inventory. It enabled companies like Airbnb, the accommodation provider-- well, it's not just an accommodation provider-- that owns no real estate. Facebook the world's largest media company that produces no content. And largest taxi company in the world, Uber, that owns almost no vehicles.

Again they leverage this digital disruption process and change to their benefit and they're reaping the benefits of it. And then creating what they do. Now another statistic again, four out of 10 market leaders will be displaced in the next three years with digital disruption. Again, a bit of information that's a couple of years old. But I think it's still very valid.

These companies are going to be the companies that do not embrace digital disruption, companies that are fairly complacent with what they do, how they do it, and companies that are resistant to change. And they are going to be displaced by companies that do embrace digital disruption, companies like Google, like Apple, like Tesla, like Netflix, like Amazon, like Microsoft. And even those companies that I just mentioned right now, if they don't stay on top of their game, if they don't embrace digital disruption, if they become complacent with how they do things today, they may find themselves amongst those four companies that are going to be displaced by others that do.

So again, back to the challenges. Back to defining the problems. We can't really start solving any problem until we understand what the problem is to begin with. So some of the problems that are currently affecting our industry and challenges, we have a state of very disjointed design and construction process. The very lack of design, constructability in overall. And this oftentimes leads to project delays and change orders.

Another challenge that's very prevalent in our industry is very slow project delivery and lack of prefabrication. And again, I know I generalize here. There's a lot of companies that do a great job with super fast track projects. But again, oftentimes there not and we find ourselves a very slow project delivery and lack of prefabrication. This leads to duplicated work and errors and work redo.

We have a big problem of decreased quality, lack of coordination for all the deliverables, which leads to ultimately the delayed handover and very unusable deliverables at the end of the day. We have a big problem of lack of overall data strategy for organizations, which doesn't give them any ability to provide any data informed decisions. And ultimately there's a big challenge of the rising cost of design construction operations, which leads to the increased total cost of ownership.

Now, the big part about the total cost of ownership. The total cost of ownership, 75% of the total cost of ownership is actually after design and construction. And our ability to help our clients decrease the total cost of ownership drastically drops throughout design and construction phase. So what this tells us is we have a responsibility. We have an active duty to provide our owners, our clients, much more out of the design and construction process than just a set of plans and the keys to the built environment we provided them with.

We have this ability to help them and we absolutely should. Now if you think about, again, those companies that do embrace the new way of doing things you know, why are they successful? And a little while ago when I was doing my research for this, you know, I went to Apple's website and looked about the iPhone.

And they say about the [INAUDIBLE] thing about the iPhone. Again I'm a Samsung user. So I'm not an iPhone user, not an endorsement for Apple. But just look at the process of why they are so successful. Key words in their verbiage that said hardware and software are designed together. The teams collaborate in doing so.

This seems to be an obvious way to work. Again, if it works for Apple why doesn't it work for our industry. Why shouldn't we think and embrace this type of way of working together towards a common goal?

You know, years back, Steve Jobs, he didn't intend to create a better phone. That wasn't his goal. His goal was to create a platform to leverage his digital disruption. His platform just so happens can make phone calls and many other things.

Elon Musk, you know, he didn't come out to say, hey, I'm going to make a better car. He leveraged his digital disruption. He created a platform. Just so happens you can drive this platform or it can drive you. They built an environment, the buildings, the facilities around us.

Again, we shouldn't be just looking after how can we build a better building, right? Buildings, this is so much, much more opportunity in this platform than just cars and phones. Again, the facilities around us, these are building blocks of the cities. If we were really creating a platform for social interaction and the built environment around us, and the opportunity is massive if we know exactly what to look for.

But in order to achieve that in order to create that platform we do understand kind of the current state. Where are you right now at that state? What is your current benchmark? What are your goals? What are you trying to achieve?

What are you trying to do. Maybe develop a strategy of how to do that. You need to answer those questions, who's going to lead me there? What do I need to do? When do we need to do it? How are we going to do it?

And most importantly, the biggest question we need to answer is the question why. And the answer to question, why is what keeps your doors open. This is what the most critical part of information that we need to answer that will drive everything downstream from that. Why do you do what you do?

And when we answer those questions, we're literally looking at a very, very owner centric kind of circle of solutions with a goal of providing and doing more work, providing better work with better quality and using less resources and in less time with less waste. For one of the clients I work with, again we looked at their operational state of how they delivered their built environment around them.

And very quickly we came to a realization that they had kind of a siloed approach of what they were doing between their real estate, technology services, PD&C, facility management, [INAUDIBLE]. This is a health care facility, health care operator. And again, they all worked with their different databases, different systems, everybody thought they were doing a great job within their own department.

But it was very, very disjointed. And the big problem was our industry of design, construction, handover operations, us being so disjointed, we were just feeding this joint information into these silos and it facilitated the creation of the silos. So again, we asked the big question, what if we can optimize?

Well, we can create a design and construction process that's focused on your hand over of your facilities and our operations. Ask the right questions of what you need at the very end. What if you again, in order to facilitate that, they needed to come together into a unified leadership with the right stakeholders at the table to be able to accept the new way of doing things.

We helped them normalize all their data and databases. And we created it and help them understand what type of systems they can use in their common data environment to be able to reap the benefits of kind of this optimized state they find themselves into. So the big part of the reason why I'm mentioning this is what we really need to focus on in this order is first of all, focus on the standard.

Focus on the processes of how you do things. Focus on the workflows or exactly how you get it done. Focus on the roles and responsibilities, governments, who's going to be in charge of all this?

And focus on the tools and systems, the common data environments. And as we're going through and trying to understand how to best optimize this entire process and everything you do, we're looking for optimization opportunities for standardization and how to fill those gaps along the way. So next phase is we're going to talk about how to develop these solutions and help implement them.

So as we go through the understanding of how do you develop solutions, I like asking a question you know, what if you could do a lot of these different goals that you have? First of all, what if you could help to define the problem? What if you could truly understand what it is that you're trying to do.

What if you could truly understand the deliverables, the data standards, and the type of information you need and the type of deliverable you need at which stage. What if you could predefine and optimize on how to connect the dots between the design, construction, operations, maintenance, manufacturing, everything that's pertinent to your type of business.

What if you could streamline your operations and look at a holistic way of everything you do and streamline that process rather than going through one silo to another, which streamlines your operations and operations statements? What if you could optimize your cost and time, improve your deliverable speed, improve your speed to market, and really look at ways to optimize your capital expenses? What if you could enable digital twins?

What if you could understand what digital twins are, what you can use them for, and how can they help you do your business? What if you could leverage that big data that you received at the very back end, which if you define what it is and how it can help your bottom line. The big answer to the question is you absolutely can do all those things.

But it comes with a price. You need to challenge how you do things today. You need not be afraid to challenge everything you do and how you do it. And you need to look into opportunities to reinvent what you do.

And that is not an easy thing to do. Change is very scary to a lot of organizations. But luckily there's a formula for change. In order for change to happen, there needs to be several different factors present. First of all, there needs to be a dissatisfaction with how things are right now.

Secondly, there needs to be a clear vision of the art of the possible, right? What is possible out There and there needs to be a very clear definition of the first concrete steps, those short term, quick wins, how you get there and what you need to do to achieve that change.

If the product of all three of those main factors is greater than the resistance to change, you have a very good environment to be successful and change how you do things. Now, it's not always easy to get to this level. If you're going to be achieving that change, you need to understand what you're changing from and what you're changing to.

And if you try to jump through three different steps of change very quickly, the likelihood is it's not going to be very successful. You need to understand your maturity level of where you are right now and what is the appropriate next step for where you need to go. So again, very quick questions to ask.

And there's a lot of different types of digital maturity assessments we can go through. But a very basic, are you still trying to gather information about what happened. Why did it happen, kind of this reactive stage of gathering information, kind of this hindsight, if you will.

Are you in the stage of predicting and prescribing what will happen or even how can you control what happens, in this optimization and insight stage? Or are you already in the cognitive analytics of basically making it all the right decisions based on all the data that you have, right? Will be achieving this foresight, this transformation process.

Note that along this stage, the closer you get, the higher the maturity level, the maturity levels your complexity of solutions and process needs will greatly increase. And you need a lot more resources to manage this high complexity. But also to offset the complexity and resources, you're driving a lot more value, the more digitally mature you are.

But it's super important to understand what is your starting point? Where are you starting from? Because this change implementation process, I mean, it's very systemic. It seems very simple. But it's fairly complicated to implement, right?

First you need to discover the current way of how you're currently doing it, not changing it, not challenging it yet, just discovery. Again, understanding where you currently are and how you do it. Brainstorming about better ways to get things done, right? This is where you're challenging that status quo.

Then you go into the proposal stage. You're proposing the different product solutions to optimize how you do things right now. Then you're going into execution. You're dedicating some big funds and you're developing those proposed solutions, workflow standards, whatever it is that it's pertinent to the way you do things.

Then you're going through implementation, and most importantly the big education process, the operational organizational and change management that will affect everybody in the organization more than likely. And then you evaluate my original findings. I expected this to happen. Is it happening?

Am I achieving those goals that I set up early on? And the likelihood is the answer is going to be yes, to an extent. But we didn't get all the way there, which is perfectly fine. Because then you iterate. You go back to the beginning and you do it over again. You take that as your current state and you keep that improvement process.

But the customer adoption process is very, very challenging, like I said. You need to make sure that the right stakeholders are involved. And these are the kind of drivers, the stakeholders, a big awareness campaign of what you're trying to do. Implementation campaign, measuring the success and incentivizing and supporting.

And a big part in every single one of these, I'll call them buckets of efforts, is developing a playbook. Playbook serve to understand how you do things and have a clear plan and a strategy to do something. So for example for the awareness campaign, you can have a product awareness playbook for what you're trying to achieve if you're developing your product or process, your billing report and enabling some material development to educate everybody about what you're doing.

You're setting up those KPIs and measuring, capturing that information of how you're performing. And then you're maintaining and supporting. And again every single one of those blocks is broken down further into the actual tasks of height. It's a very agile process of development and implementation of digital transformation.

So stepping back kind of a higher level of this overall digital transformation journey, you have got to go through all of the curves and bands of digital transformation. You've got to first of all establish that clear business case, that why and driver. What are you trying to achieve?

You've got to define those clear deliverables along the way. What are you trying to gather? What will help you get there? You got to define insights you've got to create those metrics of key performance indicators, what you need to measure to be successful to meet the stakeholder expectations,

And you've got to choose the right technology stack, right? You got to understand which platforms, tools, accommodate environments you're going to use in order to achieve what you need to do. Absolutely important is to identify those champions that will help you get there along the way and then connect your data and use it.

Once you have information about how you're performing, use it to your advantage. Use it to drive adoption. Manage that change to your benefit. Then at the very end is where you can start developing and deploying those solutions, your digital twins.

Again, I get asked all the time can we have a digital twin, clients asking you know, let's have a solution. Let's have a digital twin of this. That's not the right stage. Everybody wants this instant solution, but it's going to fail unless we have all these other components in place and fully understood and deployed before we are ready and digitally mature to accept solutions.

And this is the biggest kind of the pitfall of this entire process. If we start at the end, and if we start by deploying solutions without truly understanding everything across, the likelihood is, and this is what I advise my clients and my owners, you're going to spend a lot of time and money.

And ultimately if everything is not in the right place, you're not going to get any benefit out of it. It's going to be a big failure. So I strongly advise trying to kind of go for the shiny products, if you will. Go for the digital twins. You have got to understand the strategy of why you need it and how to get there and who's going to lead you before you're truly ready to reap the benefits of the end game.

Once you finally do go through the entire process, you can start thinking about putting your data to use and reaping the benefits. And again, going through the process again, understanding where you are and how can you get even more out of it. Once we truly have that platform, the single source of true, kind of the common data environment of everything that will enable everything you do, excuse me, there are a lot of different opportunities to use that information and that data.

If your solution is a digital representation of the physical world around you, you have opportunities to create different types of event simulation benefits. You can understand what's going to happen to your environment and how you can leverage it to your benefit. Understand it in the low risk environment and simulate things.

You can use it to provide digital access to all that adds built environment data, to any asset information, to anything you really need. As long as you have the clear definition of what your common data environment is making sure everything is in the right place, and it's only in one place and in providing streamlined access to it.

We spent so much time and effort trying to locate data, simply solving that problem for some clients yields tremendous operational efficiencies. Again, some of the use cases may be operations and maintenance, facilitating a very intuitive work order and proactive maintenance process, to where you have total control of your enterprise assets.

And our use case may be that, and we talked about that prescriptive and cognitive analytics. Again, once we have all the information in the right place, we can track the performance and we can make those right decisions backed by the data that we have. And we can collect all the sensor information from the environment around us.

And again, I can't be very specific here, because we don't have a client that we're talking about here. These are all the options. But the specific use cases depend on what you're trying to get out of it and what you need. But again monitoring real time performance, dashboarding and being able to provide input based on outputs based on the inputs.

Providing many different end user type applications. Again, there's so many different opportunities here to leverage it. Are you a hospital system? Are you a university? Are you a federal building? Are you a port of entry?

What drives your business? Are you an airport? There's so many different use cases and many different users, passengers, students, facility managers, real estate operators. Again, there's so many different abilities to tap into the same environment, same data, and create different end user applications in the same common data environment.

If you really need understanding of where all your assets are, provide geospatially driven wayfinding towards each and every asset that you maintain, that may be the driver of your operational efficiency. And you can certainly achieve that again, once you have a platform in front of you.

And again, there's many different ways to augment what you do create many different augmented reality patent applications to streamline what we do. Perfect example, we just watched the Olympics not that long ago and you notice the entire Olympic Village was sort of a digital twin.

We were the end users. We were the people watching at home. And you had a great idea of all these facilities, maps, locations, you know, all the venues. It increased and improved our viewing ability and engagement into that process. Our end user experience was much enriched by the fact that they had that kind of accommodated data environment, if you will. And they presented it to us in a very visually pleasing way.

again hopefully I'm kind of driving the notion here that there are many, many opportunities and many applications. But all depend on what you're trying to get out of it. One of the clients really wanted to create and connect multiple different data sources into a single, user friendly geodatabase that would help them track all their assets.

So for this lines we connected all of the accurate as geometric 3D models. We tied them together with all the AEC data, all the COBie asset information that we gather along design and construction, and all the design and construction information, all the metals, all the R5 logs, all the operations and maintenance materials, any of the handover materials. And we connected it together with their operations and maintenance, CMMS platform, the maximum driven platform.

Again, together each and every one of these locations has in hosts some sort of information. But together they're federated into a single user experience, into single common data environment to make sure that everything is very clear of where the source of truth is, how you access it, and making sure it's all connected together. And creating again, a platform for future implementations, future use cases, connecting it to building automation systems, IoT sensors.

And even though that's not a goal right now, it certainly becomes an opportunity and ability once you have this platform a basic platform of information. One of the clients really wanted to have total control of all the real time performance data from all their assets. So again we enrich their entire environment with a lot of different sensors.

And we created the ability for them to have a control center to track all the real time performance of assets. And of course, we set up a lot of different rules, you know the water scenarios. If anything goes out of balance, it's very connected of how it almost maintains itself.

This was very, very important to them. And again by understanding what they're trying to achieve, their asset livestock, supply chain, life extension, cybersecurity, operations, maintenance, energy planning, resource utilization, asset uptime. These were the KPIs that were important to them to begin with. So again, you start with understanding, what are your business drivers?

And then you create a solution, you manage a solution in this case, to be able to achieve those goals, so clear vision of what you need to do that started with a kind of a very holistic enterprise asset management and strategy development.

But this is not just our industry. Again, there are many different applications, many different industries out there that can benefit from this. One of our clients achieved 98% availability through their operational efficiency. So very much improvement availability and lowering their operational cost expenses.

More clients are consolidating redundant capabilities, driving increased utilization of facilities resulting in absolutely massive financial savings. Again, these were the primary drivers that mattered to them. It's all about what makes sense for your organization. You know, driving operational efficiency, increasing capacity in this case by 20%, tremendous savings in capital expenses and operational expenses.

My point is this, again, I keep reiterating that point. We have a massive opportunity to leverage information and leverage better processes to drive these operational efficiencies. But they're not available to anybody unless we challenge what we do today.

And if we go kind of outside our little silo of what we do, we need to look holistically and look for opportunities to help ourselves, opportunities to help our clients, and literally look for those opportunities and responsibility that we have to literally lead the way through this entire process.

And it's no longer acceptable to just do what we're contractually obligated to do and just do our job and get out, right? If we understand what the opportunities are, we can truly go outside the box and really help our clients to enable their beyond. That's our responsibility. That's our charge.

And that's what we're striving towards is making sure that we leverage all the different disruptors and all different technologies and all the different capabilities to connect all the information that we have and create a better optimized environment for everybody that's a user. With that, I will thank you for your time. And I am very looking forward to the live discussion. Thank you very much.

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我们通过 Khoros 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Khoros 隐私政策
Launch Darkly
我们通过 Launch Darkly 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Launch Darkly 隐私政策
New Relic
我们通过 New Relic 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. New Relic 隐私政策
Salesforce Live Agent
我们通过 Salesforce Live Agent 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Salesforce Live Agent 隐私政策
Wistia
我们通过 Wistia 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Wistia 隐私政策
Tealium
我们通过 Tealium 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Tealium 隐私政策
Upsellit
我们通过 Upsellit 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Upsellit 隐私政策
CJ Affiliates
我们通过 CJ Affiliates 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. CJ Affiliates 隐私政策
Commission Factory
我们通过 Commission Factory 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Commission Factory 隐私政策
Google Analytics (Strictly Necessary)
我们通过 Google Analytics (Strictly Necessary) 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Google Analytics (Strictly Necessary) 隐私政策
Typepad Stats
我们通过 Typepad Stats 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Typepad Stats 隐私政策
Geo Targetly
我们使用 Geo Targetly 将网站访问者引导至最合适的网页并/或根据他们的位置提供量身定制的内容。 Geo Targetly 使用网站访问者的 IP 地址确定访问者设备的大致位置。 这有助于确保访问者以其(最有可能的)本地语言浏览内容。Geo Targetly 隐私政策
SpeedCurve
我们使用 SpeedCurve 来监控和衡量您的网站体验的性能,具体因素为网页加载时间以及后续元素(如图像、脚本和文本)的响应能力。SpeedCurve 隐私政策
Qualified
Qualified is the Autodesk Live Chat agent platform. This platform provides services to allow our customers to communicate in real-time with Autodesk support. We may collect unique ID for specific browser sessions during a chat. Qualified Privacy Policy

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改善您的体验 – 使我们能够为您展示与您相关的内容

Google Optimize
我们通过 Google Optimize 测试站点上的新功能并自定义您对这些功能的体验。为此,我们将收集与您在站点中的活动相关的数据。此数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID 等。根据功能测试,您可能会体验不同版本的站点;或者,根据访问者属性,您可能会查看个性化内容。. Google Optimize 隐私政策
ClickTale
我们通过 ClickTale 更好地了解您可能会在站点的哪些方面遇到困难。我们通过会话记录来帮助了解您与站点的交互方式,包括页面上的各种元素。将隐藏可能会识别个人身份的信息,而不会收集此信息。. ClickTale 隐私政策
OneSignal
我们通过 OneSignal 在 OneSignal 提供支持的站点上投放数字广告。根据 OneSignal 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 OneSignal 收集的与您相关的数据相整合。我们利用发送给 OneSignal 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. OneSignal 隐私政策
Optimizely
我们通过 Optimizely 测试站点上的新功能并自定义您对这些功能的体验。为此,我们将收集与您在站点中的活动相关的数据。此数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID 等。根据功能测试,您可能会体验不同版本的站点;或者,根据访问者属性,您可能会查看个性化内容。. Optimizely 隐私政策
Amplitude
我们通过 Amplitude 测试站点上的新功能并自定义您对这些功能的体验。为此,我们将收集与您在站点中的活动相关的数据。此数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID 等。根据功能测试,您可能会体验不同版本的站点;或者,根据访问者属性,您可能会查看个性化内容。. Amplitude 隐私政策
Snowplow
我们通过 Snowplow 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Snowplow 隐私政策
UserVoice
我们通过 UserVoice 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. UserVoice 隐私政策
Clearbit
Clearbit 允许实时数据扩充,为客户提供个性化且相关的体验。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。Clearbit 隐私政策
YouTube
YouTube 是一个视频共享平台,允许用户在我们的网站上查看和共享嵌入视频。YouTube 提供关于视频性能的观看指标。 YouTube 隐私政策

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定制您的广告 – 允许我们为您提供针对性的广告

Adobe Analytics
我们通过 Adobe Analytics 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Adobe Analytics 隐私政策
Google Analytics (Web Analytics)
我们通过 Google Analytics (Web Analytics) 收集与您在我们站点中的活动相关的数据。这可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。我们使用此数据来衡量我们站点的性能并评估联机体验的难易程度,以便我们改进相关功能。此外,我们还将使用高级分析方法来优化电子邮件体验、客户支持体验和销售体验。. Google Analytics (Web Analytics) 隐私政策
AdWords
我们通过 AdWords 在 AdWords 提供支持的站点上投放数字广告。根据 AdWords 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 AdWords 收集的与您相关的数据相整合。我们利用发送给 AdWords 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. AdWords 隐私政策
Marketo
我们通过 Marketo 更及时地向您发送相关电子邮件内容。为此,我们收集与以下各项相关的数据:您的网络活动,您对我们所发送电子邮件的响应。收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、电子邮件打开率、单击的链接等。我们可能会将此数据与从其他信息源收集的数据相整合,以根据高级分析处理方法向您提供改进的销售体验或客户服务体验以及更相关的内容。. Marketo 隐私政策
Doubleclick
我们通过 Doubleclick 在 Doubleclick 提供支持的站点上投放数字广告。根据 Doubleclick 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Doubleclick 收集的与您相关的数据相整合。我们利用发送给 Doubleclick 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Doubleclick 隐私政策
HubSpot
我们通过 HubSpot 更及时地向您发送相关电子邮件内容。为此,我们收集与以下各项相关的数据:您的网络活动,您对我们所发送电子邮件的响应。收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、电子邮件打开率、单击的链接等。. HubSpot 隐私政策
Twitter
我们通过 Twitter 在 Twitter 提供支持的站点上投放数字广告。根据 Twitter 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Twitter 收集的与您相关的数据相整合。我们利用发送给 Twitter 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Twitter 隐私政策
Facebook
我们通过 Facebook 在 Facebook 提供支持的站点上投放数字广告。根据 Facebook 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Facebook 收集的与您相关的数据相整合。我们利用发送给 Facebook 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Facebook 隐私政策
LinkedIn
我们通过 LinkedIn 在 LinkedIn 提供支持的站点上投放数字广告。根据 LinkedIn 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 LinkedIn 收集的与您相关的数据相整合。我们利用发送给 LinkedIn 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. LinkedIn 隐私政策
Yahoo! Japan
我们通过 Yahoo! Japan 在 Yahoo! Japan 提供支持的站点上投放数字广告。根据 Yahoo! Japan 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Yahoo! Japan 收集的与您相关的数据相整合。我们利用发送给 Yahoo! Japan 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Yahoo! Japan 隐私政策
Naver
我们通过 Naver 在 Naver 提供支持的站点上投放数字广告。根据 Naver 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Naver 收集的与您相关的数据相整合。我们利用发送给 Naver 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Naver 隐私政策
Quantcast
我们通过 Quantcast 在 Quantcast 提供支持的站点上投放数字广告。根据 Quantcast 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Quantcast 收集的与您相关的数据相整合。我们利用发送给 Quantcast 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Quantcast 隐私政策
Call Tracking
我们通过 Call Tracking 为推广活动提供专属的电话号码。从而,使您可以更快地联系我们的支持人员并帮助我们更精确地评估我们的表现。我们可能会通过提供的电话号码收集与您在站点中的活动相关的数据。. Call Tracking 隐私政策
Wunderkind
我们通过 Wunderkind 在 Wunderkind 提供支持的站点上投放数字广告。根据 Wunderkind 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Wunderkind 收集的与您相关的数据相整合。我们利用发送给 Wunderkind 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Wunderkind 隐私政策
ADC Media
我们通过 ADC Media 在 ADC Media 提供支持的站点上投放数字广告。根据 ADC Media 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 ADC Media 收集的与您相关的数据相整合。我们利用发送给 ADC Media 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. ADC Media 隐私政策
AgrantSEM
我们通过 AgrantSEM 在 AgrantSEM 提供支持的站点上投放数字广告。根据 AgrantSEM 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 AgrantSEM 收集的与您相关的数据相整合。我们利用发送给 AgrantSEM 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. AgrantSEM 隐私政策
Bidtellect
我们通过 Bidtellect 在 Bidtellect 提供支持的站点上投放数字广告。根据 Bidtellect 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Bidtellect 收集的与您相关的数据相整合。我们利用发送给 Bidtellect 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Bidtellect 隐私政策
Bing
我们通过 Bing 在 Bing 提供支持的站点上投放数字广告。根据 Bing 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Bing 收集的与您相关的数据相整合。我们利用发送给 Bing 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Bing 隐私政策
G2Crowd
我们通过 G2Crowd 在 G2Crowd 提供支持的站点上投放数字广告。根据 G2Crowd 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 G2Crowd 收集的与您相关的数据相整合。我们利用发送给 G2Crowd 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. G2Crowd 隐私政策
NMPI Display
我们通过 NMPI Display 在 NMPI Display 提供支持的站点上投放数字广告。根据 NMPI Display 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 NMPI Display 收集的与您相关的数据相整合。我们利用发送给 NMPI Display 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. NMPI Display 隐私政策
VK
我们通过 VK 在 VK 提供支持的站点上投放数字广告。根据 VK 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 VK 收集的与您相关的数据相整合。我们利用发送给 VK 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. VK 隐私政策
Adobe Target
我们通过 Adobe Target 测试站点上的新功能并自定义您对这些功能的体验。为此,我们将收集与您在站点中的活动相关的数据。此数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID、您的 Autodesk ID 等。根据功能测试,您可能会体验不同版本的站点;或者,根据访问者属性,您可能会查看个性化内容。. Adobe Target 隐私政策
Google Analytics (Advertising)
我们通过 Google Analytics (Advertising) 在 Google Analytics (Advertising) 提供支持的站点上投放数字广告。根据 Google Analytics (Advertising) 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Google Analytics (Advertising) 收集的与您相关的数据相整合。我们利用发送给 Google Analytics (Advertising) 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Google Analytics (Advertising) 隐私政策
Trendkite
我们通过 Trendkite 在 Trendkite 提供支持的站点上投放数字广告。根据 Trendkite 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Trendkite 收集的与您相关的数据相整合。我们利用发送给 Trendkite 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Trendkite 隐私政策
Hotjar
我们通过 Hotjar 在 Hotjar 提供支持的站点上投放数字广告。根据 Hotjar 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Hotjar 收集的与您相关的数据相整合。我们利用发送给 Hotjar 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Hotjar 隐私政策
6 Sense
我们通过 6 Sense 在 6 Sense 提供支持的站点上投放数字广告。根据 6 Sense 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 6 Sense 收集的与您相关的数据相整合。我们利用发送给 6 Sense 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. 6 Sense 隐私政策
Terminus
我们通过 Terminus 在 Terminus 提供支持的站点上投放数字广告。根据 Terminus 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 Terminus 收集的与您相关的数据相整合。我们利用发送给 Terminus 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. Terminus 隐私政策
StackAdapt
我们通过 StackAdapt 在 StackAdapt 提供支持的站点上投放数字广告。根据 StackAdapt 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 StackAdapt 收集的与您相关的数据相整合。我们利用发送给 StackAdapt 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. StackAdapt 隐私政策
The Trade Desk
我们通过 The Trade Desk 在 The Trade Desk 提供支持的站点上投放数字广告。根据 The Trade Desk 数据以及我们收集的与您在站点中的活动相关的数据,有针对性地提供广告。我们收集的数据可能包含您访问的页面、您启动的试用版、您播放的视频、您购买的东西、您的 IP 地址或设备 ID。可能会将此信息与 The Trade Desk 收集的与您相关的数据相整合。我们利用发送给 The Trade Desk 的数据为您提供更具个性化的数字广告体验并向您展现相关性更强的广告。. The Trade Desk 隐私政策
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

是否确定要简化联机体验?

我们希望您能够从我们这里获得良好体验。对于上一屏幕中的类别,如果选择“是”,我们将收集并使用您的数据以自定义您的体验并为您构建更好的应用程序。您可以访问我们的“隐私声明”,根据需要更改您的设置。

个性化您的体验,选择由您来做。

我们重视隐私权。我们收集的数据可以帮助我们了解您对我们产品的使用情况、您可能感兴趣的信息以及我们可以在哪些方面做出改善以使您与 Autodesk 的沟通更为顺畅。

我们是否可以收集并使用您的数据,从而为您打造个性化的体验?

通过管理您在此站点的隐私设置来了解个性化体验的好处,或访问我们的隐私声明详细了解您的可用选项。