Observations and thoughts

Idea sharing but not caring

Who owns an idea on the Internet? Apparently, it’s difficult to say since ownership of one, which to many people is something ephemeral, seems to depend on who capitalizes on its advance the most and converts it into revenue. If you write something down on Facebook that you feel is original, or even if you take a picture and post it on Instagram, and then someone shares it and eventually that idea goes viral and then becomes the topic of someone’s story or movie, should you share in whatever compensation results? Many people think no because while you had the idea, you stopped after the act of posting.

An article in the New York Times this week called, the Internet is where we share and steal the best ideas, doesn’t really clear up the debate but it’s still worth reading. It contains many of the fundamental elements of the kind of story that our societies seem drawn to these days. Innocence, theft, greed, personal affront. There’s no redemption, or at least nothing more than a whisper of it at the very end, but there is a kind of hope in the simple act the writer made of calling out the subject.

That subject of borrowing, stealing, copying ideas is worth considering in the business world where, it seems, most messaging are a rehash of other messages, either a company’s own or someone else’s. It’s difficult to be a marketer today with the widely available channels of communication and the endless deluge of messages our audiences receive each day from hundreds and thousands of people and companies. What target audience can absorb all that? It’s why in the Marketing world there is such intense conversation around the need for story-telling, to stand apart by being original. We’re focused on that because we’re worried that only original-seeming content has the chance to cut through the chaos and the noise of the Internet and stick in the eye (and hopefully the memory) of our target audiences.

We’re right to worry about it. Over 200 million people now use ad blockers, which tells you that they only want to see something they’re interested in. How to get around it as a marketer is to learn how to tell a story. It’s a struggle though because there is a fear that all the stories have already been told. There’s an old canard that all the world’s melodies have already been written and while most of us nod solemnly when someone states that as fact, other people dispute that claim. This guy even applied math to address the question and worked out that the world has 2.6 trillion years worth of melodies (humans have only been around for 200,000 of those years so there’s plenty of music ahead).

Taking other people’s ideas, co-opting them, spinning them, tossing them around to see which ones land and stick… we all do it but it doesn’t work over time. It actually works against us and if you’ve ever been in front of an audience and you present ideas that you know everyone has heard before, you feel diminished and (too harsh?) fraudulent. So let’s try to be original even if those ideas take flight and someone else profits. People tire of hearing the same thing over and over and so even if just a few people are positively affected by something original that we’ve said or written, that’s just fine because it means it is memorable. We’ll be remembered.

The importance of reading everything

My parents had a rule for us when we were young. Well, they had many rules but this one applied only in the summer during our school break, regardless of the weather. They required us to read for one hour after our lunch. It seemed strange to us then, embarrassing, in fact, since none of our friends suffered under such an imposition and we were the targets of mild ridicule.

It challenged us at the time but I warmed to the activity after the first couple of years. After I plowed through the entire World Book encyclopedia set I turned my attention to something a bit more esoteric. I read the Warren Report.  At the age of eleven (fact). It took quite a few days during which I blew past the obligatory hour of reading, which alarmed my mother. But her alarm turned to interest (and then maybe, later, back to alarm) when I shared with her all that I learned about bullet trajectory, Cuba, and some chubby guy named Jack Ruby.

I thought of this today when I saw a link on Twitter to yet another article that discussed the problems associated with too much information. I know life is hectic. I know the Internet age has ratcheted up the volume of written material. I also know we shouldn’t complain too much about that. We’re fortunate. Suffering from plenty is better than enduring the longing of scarcity.

In praise of contemplation

While synapses are not commonly associated with computing or with business, metaphorically they may hold the key to understanding how to unlock real business innovation.

Medical science has known of their existence for decades, going well back into the 1800s, and even then referred to them by the name we use today. It wasn’t until Charles Scott Sherrington conducted the research that eventually delivered to him the 1932 Nobel Prize for Physiology that the world came to understand that the electrical impulses occurring when brain synapses (the contact points of neurons) connect with each other is what activates the human body at the cellular level. If you’ve read any scientific literature on the subject you will have learned about the diffusion, the binding, the messaging, the triggering, and the reactions that take place at that moment of connection, moments that form the basis of all the activity we undertake through our lives. The connections are, literally, sparks of life.

Innovation, as a word, is a bit more problematic. It’s grown to become a business cliché and a catch-all for all kinds of activity that in less-breathy times we would have called work. Like a lot of other words that slide easily off the tongue without conscious thought, it’s become enveloped in fog and has lost its edges, its meaning. So let’s start then with a definition.

Innovation is the process of making changes in something established, by introducing new methods, ideas, or products. Take a moment to think of how you may have used the word innovation when you’ve described some aspect of your own work, the processes that you execute, the stuff you produce to collect your salary. Was the activity you called “innovation” really that? Did it improve upon something or was it just a really good execution of something that already existed and that produced a great outcome? If it was the latter, that’s good but it’s not innovation (even if you did it with more enthusiasm than your predecessor). It would be innovative if you created a new way of executing tasks that produced a measureable improvement to the outcome’s speed of delivery, quality (reliability), or utility for the end user.

Having stripped the word innovation back to its essence we can now visualize it in the business world as meaning a process whereby companies create something new and that the market values or, even abstractedly and perhaps without direct attribution, benefits from. The pressure to do this well is increasing each week. Static companies are failing but companies that focus on creating something new that the market needs ward off threats of commoditization (as described in this HBR article about artificial intelligence) and survive for another day.

How to create something new? Obviously you must start with knowing what you do and what you’re good at. Then you examine whether that thing you do has upward resonance in the market. Meaning, sure it had appeal at some point but will it still have appeal going forward? You look at what the market needs and will need. Can you deliver? If not, what will it take to deliver it? Start innovating. Start utilizing all your neurons.

Neurons = your people

Recall that neurons are nerve cells and for our business analogy are represented by a company’s people. The synapse is a contact point on a neuron and it’s that point where an electrical impulse is generated and transmitted to another neuron.

Two of your people communicating about solving the same challenge = a synapse

Your people possess both considerable knowledge of discrete aspects of your processes and an informed, higher view of their purpose and the expected outcomes. There are no better individuals to consult with regarding process improvement than your own people. Why do you think management consulting companies insist on interviewing individual contributors when they begin their massive consulting gigs? They know where to go for the details, for the information that will fuel their own ideas for optimizing your company’s efficiency. But the neurons, your people, cannot do it alone. Here’s what they need.

Customers – By this I mean both future customers and existing ones. In both cases, through their behavior, demonstrations of interest and disinterest, pertinent statements on any channel, buying patterns, all should be viewed as critical data elements about the market’s needs, appetite for solutions, and validation for the very reason you exist as a company. Data collected about them is synonymous with fuel and the customers themselves as neurons.

Peers – their peers are their cohorts, the ones who are invested in the company and its success to a similar degree. They share the ups and downs of the day to day job. Their peers are the ones who’ve already shared complaints they have about processes, disappointing results, poor communication between teams.

Contemplation – the effort made to quietly, and thoroughly, examine a subject. Critically, undisturbed solitary time is required to allow staff members the opportunity to review all aspects of the processes they execute in their role. This should be a recurring activity for them and its output should become a recurring subject of staff meetings throughout the year during which staff members would be asked to deliver a brief of their ideas for revamping, improving, and perhaps even inventing new, processes. A prerequisite though is for staff members to educate themselves about their own company’s products, the company’s challenges, the customer’s business, and the market dynamics that affect the customer. Having the opportunity for uninterrupted thought will create the environment for the human synapses to fire and for them to generate ideas that can be shared with peers (through the business synaptic process, to coin a phrase and as shown below).

In the wheel below are depicted the various elements of innovation. The lightning bolts signify the locations where a synapse exists, where new information is communicated and where it has its moment to flourish or die.

Without contemplation there can be no foundation for innovation. It is the element most commonly ignored in the business world. Make time for contemplation for it’s how ideas begin. An idea begins in the solitude of one person’s mind, as a spark between neurons. Those synapses will be more plentiful in the solitude that accompanies contemplation.

Make transformation mean something for them

They’re not buying it.

They hear the words the executives say about digital transformation but, unconsciously, they aren’t buying it. They read the periodic communiques from the management team about the various transformation initiatives that have been launched but the messaging doesn’t really stick. They may even take the time to read industry material that describes the urgency for companies to transform the way they operate and go to market but most of it gets sucked into the swirling dark matter of their mind. They attend the town halls and nod approvingly when each VP reviews their plan for the coming year, but they’re also thinking, obsessing, about that deadline that looms this Friday for their own project. They are as close to being riveted as one can get in a corporate setting when their dynamic and engaging CEO artfully tells a story for why the company needs to evolve but they can’t get past the fact they never see her at any other time than these town halls.

Then they go back to their desks.

If they are individual contributors they might first quickly check their Facebook feed to see what they missed before jumping onto the fileserver to locate that document they were looking at yesterday, the one that describes the steps they’re supposed to take when they want to requisition a new territory report. Then they go to lunch.

If they are a manager they might go back to their desk and make a quick note to include a brief reference to the town hall content in the next staff meeting scheduled for next week. Then they’ll quickly open the email app and start working through the backlog while munching a sandwich they brought from home.

The digital transformation messaging they heard in the town hall was both interesting and a little nerve-racking but at the same time it was abstract. If you asked them, they wouldn’t use the word skeptical or cynical about the prospects of the digital transformation initiative being successful or even mattering. Instead they might say this sentence, “I don’t see it affecting the way I work any time soon.”  Or this, “I’m glad the execs are the ones who have to worry about that. I have my own set of projects I need to focus on.”

Can a company’s digital transformation initiative succeed if frontline employees don’t buy into it, or if they don’t even understand it at all? Can sheer will of the management team, on its own, drive the initiative towards eventual success? What are the odds that redesigned processes will accurately reflect intimate knowledge of the customer if their creation excludes the involvement of people within the company with whom the customer most frequently interacts?

Bubbles can be beautiful… in bathtubs and kitchen sinks, or when blown by a child threw a ring. Management bubbles though can be deadly to business.

Communication is critical and we can see from the example at the beginning that the company is doing some of the right things. The missing piece though is their ability to ensure a sustained and clear flow of communication from top to bottom and, almost more importantly once the initiative is launched, from bottom to top.

So how can a company ensure its digital transformation initiative is both clearly understood at every level while being inclusive of every level at the same time? The same way any other successful company transformation has happened in the past, by practicing good, transparent, consistent, fair, and respectful management. By understanding that to be digitally transformed it means the entire company must be transformed. Each layer. Each process. Each person. Each partner.

Communication is the key enabler. Its power lies in its relevance for the listener. If you want the buy-in of your employees, make transformation mean something for them, for their daily work, for their hour to hour work, for the way they see themselves making a meaningful contribution to the company’s success.

I’ll close with this thought on communication. It is my Friday gift to you, the reader. This post is exactly 700 words in length. Abraham Lincoln’s second inaugural address, as mentioned in this article, was the same length.

Digital Transformation: Thinking to Level 2

I attended my regular Friday morning BodyPump class today and the instructor didn’t show up. She called in sick but too late for the gym to organize a replacement and so since the class is filled with very serious regulars one of them simply walked over to the studio computer, tapped the BodyPump icon, and down came a massive projection screen. A 20 second countdown later and I was in my very first virtual class.

I know virtual exercise classes have been around for many years for both studio and home use so I’m not revealing anything revolutionary. What struck me as soon the class was 5 minutes old though was the realization that, in my mind anyway, our real-life instructor, the one I’ve been raving about for weeks as being the queen of the perfect cue and of the engaging and constant chatter, had been digitally transformed (replaced). Has anyone ever heard of Wally Pipp? He’s the New York Yankee who took a day off in 1925 and was replaced by some unknown bench warmer (to that point) named Lou Gehrig. The latter took over Wally’s spot and went on to play in the next 2,632 consecutive games over more than 16 years. I wonder if our real-life BodyPump instructor is going to become our very own Wally Pipp.

Afterwards, the situation got me thinking about the advantages and disadvantages of a gym utilizing a virtual class format over a real-life instructor. I wondered whether they’d tried it before on a more programmatic basis and whether they’d ever surveyed the members to learn whether there was an appetite for that kind of class delivery. What are the potential cost savings? What can virtual programming do to the cost structure of the gym when less people are required to administer, schedule, and deliver a set of classes?

I was Level 2 thinking.

Digital transformation is all over just about every form of media and yet for those of us buried deep in its strategy and roll-out we can easily forget that whatever it is, it’s not readily obvious to everyone. Sometimes we’re required to offer up an explanation to people who (mercifully for them… I honestly think this sometimes) lead lives that seem to operate at a wavelength that is at odds with society’s rush to embrace the digital realm. That’s why, for me, the story of our instructor being replaced by the pixels of five perfectly fit Australians, pixels that can be replayed a multitude of times all over the world at any time, is an apt analogy.

When the business world talks about digital transformation, it isn’t just blowing smoke. It’s real. It’s significant. It’s going to separate the strong from the weak, the smart from the not-so-smart. And it’s going to trigger conceptualization on a scale that’s hard to comprehend. Why? Because while we can hazard guesses, we just don’t know the extent of change to come when we apply the power of computing (fast and cheap), robotics (eventually ubiquitous and infinitesimal), process automation (time compression), real-time customer and business process interactions (customers fuel the processes), and the limitless power of the human brain (it still confounds science). It means that for a company to get to the state of being truly digitally transformed it is going to have to systematically excel at exploiting those elements. It will have to have processes in place that automatically collect, compute, and perform actions against customer data. It means that a company will need to be a lot more intimate with the target of its affection. That’s you, the customer. Companies are going to want to get a whole lot closer to you. And you know what? You won’t mind at all. You will actually want them to because up to now through your actions and your choices for how you live you’ve demonstrated that you expect better products, better service, and better solutions, all at a cost you can afford. To satisfy you, to be that responsive and agile, companies are going to need data. Lots of automatically collected data about you, about what you want, what you expect, how you’re doing, why you did what you did with the product, how you managed to get the result you received, what you hope to do next. And this is where the human brain becomes a more significant factor. All that data can be taken at face value (Level 1 information) but what smart people do with Level 1 data is they start wondering about why the data is the way it is (Level 2 thinking). This eventually leads to Level 2 data.

Mostly, today, the data that companies collect is Level 1 information. It’s important but it’s high level and is for now just the first step towards creating stronger insights into their customers’ behavior. The pyramid above graphically represents the magnitude of expansive thinking (the amount of questions that are triggered) at each level of the data.

Let’s use the Marketing department to help explain.

When we consider what it means to measure the digital readiness of a marketing organization we right off the bat look for binary information like this:

• is the Chief Marketing Office (CMO) a member of the senior leadership team?
• does the organization consider itself customer-centric?
• is there a systematic process for data cleansing?
• are the processes designed to allow for consistent cross-channel messaging?

Those are just a few questions we consider and the answers to them provide us with high level information (Level 1) that helps inform us to a small degree about the state of the organization’s maturity and digital readiness. I say small because even though they are binary questions we actually think of them as open-ended because depending on the answers provided many other questions can follow on. For example, the fact that a CMO is not a member of the SLT and is instead part of another organization (typically Sales) that reports into the SLT tells us something about Marketing’s strategic relevance from a corporate point of view. Meaning, how seriously is the CMO seen as a strategic leader by the members of the SLT? Is the CMO new and relatively lesser known? How much of a voice does the CMO have in the industry through published articles in trade magazines? Likewise, if the Marketing organization has yet to implement a consistent messaging experience across multiple user channels, we can ask why not. Do they know how their peers are doing? Have they bench-marked? It’s highly likely they are behind the curve and are probably bleeding customers to competition that provides a better experience.

Level 2 information is a follow-on activity from Level 1 and a follow-on question can look something like this:

• if the CMO reports into Sales leadership, how does the Marketing organization gather experiential data about existing customers?

Level 2 information is tougher to do in a binary manner. It’s not impossible but because the line of questioning is more consultative in nature, Level 2 questions tend to be more open-ended. They also tend to surface more actionable insight.

Why does it matter where the CMO reports? Because knowing how a Marketing organization gathers knowledge about existing customers helps determine the state of their digital readiness and the state of their ability to optimize the experience of the customer through their entire life-cycle (not just when they were in the state of buying, which is the conventional focus area of Marketing). Why is that important? Because considering the customer as having an entire life-cycle with you, the company, is the first step in recognizing the need and opportunity for making improvements at each step in their journey. If Marketing reports into Sales they are less interested in pursuing the customer’s engagement post-sales. They have little incentive to do so.

For a company to be digitally ready they must view the customer as a living and breathing entity with a lifespan that can be influenced and enhanced with smart injections of specific and relevant attention and sincere interest at certain points in their journey. This approach ultimately drives up engagement and loyalty, which should translate into stronger revenue. If the Marketing organization is going to be responsible for managing that overall messaging then they defacto represent the customer inside the company. Having the Marketing organization on par with other SLT leaders therefore puts the customer in the same room.

Level 2. It’s richer information for our Transformation Services team at Oracle Marketing Cloud that allows us to plan a strategy for helping our customers evolve to become truly digitally ready.  Level 2 is also a way of thinking for any organization that wants to digitally transform. Level 2 thinking is not just for Marketers. Anyone who works with customers and is interested in evolving the relationship to a higher plane should exercise this deeper abstract way of thinking. It opens pathways to critical information that leads to full digital capability.

Think to Level 2. You don’t want to be Wally Pipp, nor do you want to be my Friday morning BodyPump instructor who was replaced today by a virtual version for a microscopic fraction of the price.

(Pssst…. I’m hoping the gym doesn’t find the cost-savings so compelling that they drop the real-life instructors. I’m still a little old school in some ways).

ABM and Customer Success, two ships passing in the night.

At what point does a phrase or term become a cliché? Who decides? When I took creative writing classes a number of years ago, the professor critiqued our work by spotting cliches with the tenacity and ferocity of someone who perhaps had once been mortally wounded by one and was out for revenge.

The word cliché is defined as:

a trite, stereotyped expression; a sentence or phrase, usually expressing a popular or common thought or idea, that has lost originality, ingenuity, and impact by long overuse, such as: sadder but wiser, strong as an ox, happy as a clam, as old as the hills, every cloud has a silver lining… our company is customer-centric

Of course I added that last example but let’s talk about it. It seems every company is either saying they are customer-centric or they are on their way to becoming customer-centric. Usually they can articulate a definition that approximates this…

We are working from the outside in. We are placing the customer at the center of everything we do. They fuel our processes and inspire our people. They are the reason we exist as a company.

Can’t argue with that passion. It’s actually the correct way for companies to strategically think in today’s business environment when disruption not only creeps up on you but given the right conditions it can swamp you in a matter of weeks. The customer must be the center of everything a company does. Anticipation of their needs, wants, hopes, and expectations must fuel your processes. The alternative is failure.

Still, if so many companies understand this and so many companies are seemingly headed in the right direction, then why does customer-centric sound so resoundingly empty? Can we call it yet? Can we say that customer-centric is a cliché? Not yet but we’re getting close. It doesn’t mean as much anymore when you read it or hear it. When a phrase is uttered and it doesn’t register a brain wave, it has become a cliché. Or when a phrase irritates and forces you to probe and dig deeper to really understand what the speaker meant, then it has become a cliché.

Words need to mean something so let’s all try to avoid clichés. Let’s agree that if we’re going to continue using the term customer-centric we will be prepared to describe how our companies have organized ourselves and our processes to encompass the entire experience of the customer, from their unknown buyer state all the way through purchase to their eventual state of organically-felt advocacy on your behalf.

Okay, Armaly, we need an example.

As both a marketing and a customer success professional I am accustomed to looking at enterprises and seeking opportunities where these two disciplines could be cross-leveraged, opportunities that might be overlooked by those with a more discipline-specific focus.

The classic (simplified) pre-sales portion of the sales process calls for Marketing to find and nurture leads and to pass the qualified ones off to sales who close the deal. Typically, the only post-sales involvement of marketing is leading the customer reference program.

The classic (yes, simplified) post-sales process calls for Customer Success to lead the effort of ensuring the customer gets properly on-boarded and that the path they need to take in achieving their desired outcomes is detailed, made smooth, and governed. Typically, there is close to zero customer success involvement in the pre-sales portion of the sales process.

Let’s move on to ABM (account-based marketing). ABM is the hot, new(ish) thing of marketing and ITSMA, which bills itself as “the leading source for insight, community, and hands-on help for B2B marketers in the connected economy”, explains it this way: “ABM is a strategic approach that combines targeted, insight-led marketing with sales to increase mindshare, strengthen relationships, and drive growth in specific new and existing accounts.” In essence, ABM is about focusing specific messaging on detailed personas in key accounts. There is a lot of increasing interest in applying Artificial Intelligence in this space. Nudge is one company keen to be a player here. See also, this post from Oracle Marketing Cloud for additional clarity on ABM. So rather than marketing to the masses of unknowns, ABM is about focusing your marketing on identified accounts, where the odds of success are greater, and tailoring your messaging so that the recipient feels it is meant just for them.

All good, right? Well, yes, except when it’s not enough. What do I mean? So far, ABM has been all about targeting accounts for new sales. While I have no argument with that, I do wonder why it doesn’t go further.

Where is Customer Success in the ABM play? With its rich knowledge of the customer’s experience with your solution and with intimate knowledge of the customer’s relationship with your company (good, bad, indifferent) along with knowledge of all the strengths, weaknesses, and quirks of the various stakeholders, the information collected and influenced by the Customer Success team should be seen as a perfect input into the ABM process. Wouldn’t ABM messaging be even more precisely tailored for the audience if Marketing knew that their audience (the customer) has been suffering trying to implement or adopt a certain feature? Or that they’ve been wildly successful with it and have been championing it on social media? If ABM factored that side of the equation in, then that would be how a customer-centric approach is demonstrated. Because it would be about the complete customer who is experiencing everything your company intended to do and didn’t intend to do in all your interactions with them.

A phrase is a cliché when it’s meaning is lost. Customer-centric is not a cliché when the customer feels they are at the center. It is a cliche when they don’t.

Oh, and yes, I realize the title of this post includes a blatant use of a cliché.

Picture courtesy of TripAdvisor

Yes, it’s about the customer but it can be about you too

In the first post of this series I mentioned I believe there is a need to bring digital transformation down a level or two, to make it practical. Now I’ll add the word actionable. First, let’s agree on a definition of digital transformation for today’s business. Many definitions are afloat and this McKinsey piece describes a particularly good executive level one but I think we can make it more actionable and relate-able to the front-line employee.

So let’s work with what McKinsey said but let’s do less skirting of the details and elaborate to the level of our target audience. Digital transformation means companies will re-imagine the way they work so their processes: a) are data-driven and automated; b) are focused on data that’s about customer behavior and experience; c) are administered by employees who are so absorbed with the mission that they attack their work each day with a sense of purpose and a belief that everything they do, even if it’s upstream, makes a difference to the customer’s experience. To borrow a phrase, now that’s transformation you can believe in.

If employees could start now and apply a digital mindset, what would that look like? Want an example? I have one that’s about 5 years old, ancient and almost quaint now in this digital age, but it’s illustrative of how employees can tackle a problem themselves and make a big, measurable impact on customers.  It happened during the time I was the head of Customer Success for the Americas for BMC Software.  A persistent problem for us was that the company offered no Spanish speaking support and for my Customer Success Managers in Mexico that created a huge productivity hit. During their onboarding phase new Spanish-speaking customers invariably called my CSMs seeking assistance to overcome problems, sucking up approximately 25% of the CSMs’ month. 25% is a lot when you’re expecting staff to develop and execute strategies to proactively support other clients. When we examined the problem a pattern emerged in the types of questions asked by the customers and we soon realized we could address it at scale by creating a video of the guys walking the typical customer through the product configuration steps. So that’s what they did. But to make it a digital process we did this:

• we embedded a trigger in the CRM so when the welcome package was sent to Mexico-based customers of the products in question, it included a link to the video
• we collected stats on the consumption of the video
• we wrote a program that compared the video consumption statistics against support cases to see if there was a correlation between the two and produced a report
• during our QBRs we shared information with the customer about what we observed about their adoption rate vs their consumption of education, including the video

How did we do? For those accounts we increased NPS by 10 points and we were able to transfer that 25% of CSM time that was previously spent on providing repeatable onboarding work over to a proactive adoption focus with other clients.

That’s digital transformation.

Thanksgiving

It’s the day before the long Thanksgiving Weekend and I have a moment after signing off from work to write a quick post.  For a number of reasons all pertaining to work, it’s been the most brutal of weeks for me. Though I accept it as a price of the role I’m in, in this IT industry, and in this time.  Despite the intensity of conversations I have had and the range of emotions covered, I remain thankful for a great many things. They can be symbolized by a million photos but in this moment I choose this one.

I took the photo from the Toronto Islands towards the city in August one evening when Mamie and I were there with our nieces and a group of friends.  Yes, the silhouette of the towers set against that Raphael sky is striking but here is what I think of when I see this picture.

• People and dreams
• Faith and luck
• Hope and future
• Peace and thoughtfulness

Happy Thanksgiving