Came to gaoyouli. [0:02:56.00] this opens the door to all types of creative problem solving. You’ll come up with the best idea. Now I’ve made some jokes for you. Very good. Organizations, especially higher education institutions, can see many such messages in the whole culture. But in fact, regardless of the industry, everyone will try to capture these actual face-to-face events and find a way to move them. To digital space. The
[0:03:24.05] now we find that digitalization is a despicable strategy. What we call a copier effect is over. Yeah. [0:03:35.05] updated according to today’s era. You have something. It is an actual replica, but in the end it ends in disappointment and dissatisfaction. [0:03:46.04] and if you are a member of the higher education community, you will really see this story clearly when people begin to respond to numbers and similar ideas. [00:03:57.09]
Highlight the increment between the actual event and the digital version. Therefore, we are not only aiming at digital goals, but also trying to determine how to create an attractive digital experience to help students create a vision for the future in Stanford and focus on going there. That is really a goal that can bring positive results. [0:04:23.02] now whenever you work with some extreme restriction, you have the opportunity to review it, overturn it and see what opportunities it gives you. [0:04:34.03] so in Stanford and the space here, we are obviously shifting from real-world activities that need to worry about the direct appearance of people to virtual activities. This will immediately open the door and increase our access in the event. The
[0:04:50.02] this is a really positive thing we can rely on. This is not a restriction, but an opportunity to browse. [0:05:00.02] now, whenever you work according to a radically compressed schedule or are under pressure, compromise is essential. [0:05:09.07] if you want to do anything and move forward in any way, you must be flexible and have the will to find effective solutions. But you risk compromising what really matters. [0:05:23.06] so at the beginning of the project, I want to determine its value. While trying to find the implementation method, I don’t want to compromise the core value. The
[0:05:34.07] the first step is to run at a very high level. We can’t throw out $10 themes and Youtube Videos, and we can’t expect this to meet the quality and expectations of people receiving a high-level Stanford education. [0:05:54.07] second, our commitment to work proximity and inclusiveness. This is the value shared by the modern tribe and Stanford teams. To be honest, it should be an easy space to cut edges. [0:06:09.05] if a compromise is reached in this field, the implementation speed will be faster. But the reality is that it makes the job better. This will make the task important. The
[0:06:20.01] so we want to identify these and consciously accept them during the project. [0:06:28.00] these are strange times. This means that you have to work in a slightly strange way. Yeah. [0:06:34.02] when people respond to such timelines, they usually tilt. [0:06:41.00] workflow personnel are on one side. Those who say I will do what I say, so it will be faster, right?
What? [0:06:49.08] my workflow is like this. I know very well. You will complete your tasks faster. [0:06:55.07] in fact, most of us have optimized workflows and do not have much free space to capture. [0:07:04.06] so by doing this, your work is a kind of comprehensive depression in all the quality of your work. Yeah. [0:07:12.03] do what we usually do. But being faster actually means doing well, not doing what we usually do. On the other side of the spectrum are cowboys, people with wings. Ask someone like me to let me in there. I will do great things. [0:07:28.02] and I love those people. It’s true. I think I was one of those people at different times in my career, but in reality, few people do good things like this. It usually leads to disaster. [0:07:42.01] on the contrary, what we should do is to intentionally identify which parts of the workflow so as to make concessions or cuts to accelerate the workflow? Then we do this when we start the process. [0:07:55.07] the question is not what we can do, but how we can do it. And it really becomes important. [0:08:02.01] in addition to thinking about the timeline, people often bend their knees to interrupt meetings, talk less and do more. [0:08:12.04] I think I can understand its spirit, but we actually hope the opposite. We over invest in communication to ensure that everyone works towards a clear and shared vision. This requires communication. [0:08:3003] therefore, in addition to considering the timeline and workflow, here are some important aspects of relationships, which are a necessary part of success. [0:08:38.06] when we saw this project, one of the attributes that made us truly successful was how well our team cooperated with Stanford people. We also worked hard to remove the walls and barriers between the agent and the client. Yeah. [0:08:58.04] we are willing to accept them as part of the team. Therefore, they are not only stakeholders, but also team members. Moreover, the reason why we do this is that the smaller the distance between the team performing the task and all types of decision makers, the faster our operations will be. The longer the distance, the greater the distance between the team and the decision-maker, and the slower the work speed. [0:09:24.00] to achieve this, we must really accept the idea of transparency. Everyone who sees the sausage making process should feel comfortable. And that’s cultural technology. That’s what you build over time. [0:09:39.03] it is rooted in the way people think about work, talk about work, and communicate with customers and partners. [0:09:49.00] now, in addition to considering customer relations or partnership, we also want to know about the team members themselves. [0:09:56.06] now, whether you are a project manager, designer or QA principal, regardless of your role, we hope everyone can contribute to creativity and potential solutions. [0:10:06.09] besides, it doesn’t matter if someone is a junior or has a coaching title. We hope everyone can contribute in every way they can. [0:10:20.09] that kind of democratization can actually increase output and value. Teams can participate. In general, role definitions can really help ensure effective collaboration
