Easy Agile Podcast Ep.31 The Release Train Engineer + SAFe Summit 23

"It was great to be able to have this conversation with Maysa and have her share her story. So many great takeaways." - Nick Muldoon

Join Nick Muldoon, Co-founder and Co-CEO of Easy Agile as he chats with Maysa Safadi, Engineering Manager at Easy Agile.

As a woman, growing up in the middle east and being passionate about pursuing a career in the world of tech, don’t exactly go hand in hand. Navigating her way through a very patriarchal society, Maysa talks about her career journey and how she got to where she is today.

Having the odds stacked against her, Maysa talks about challenging the status quo, the constant pressure to prove herself in a male-dominated industry, the importance of charting your own course and her hopes for the future of women in tech.

This is such an inspiring episode, we hope you enjoy it as much as we did.

Transcript

Nick Muldoon:

Hi, team. Nick Muldoon, co-founder co-CEO at Easy Agile, and I'm joined today by Maysa Safadi, who's an engineering manager here at Easy Agile. We'll get into Maysa's story and journey in just a little bit, but before we do, I just wanted to say a quick acknowledgement to the traditional custodians of the land from which we are recording and indeed broadcasting today, and they are the people of the Dharawal speaking country just south of Sydney and Australia. We pay our respects to elders past, present, and emerging, and extend that same respect to all Aboriginal Torres Strait Islander and First Nations people that are joining us and listening in today. Maysa, welcome. Thanks for joining us.

Maysa Safadi:

Thank you, Nick. Thank you for inviting me.

Nick Muldoon:

So, Maysa's on today. We're going to explore Maysa's journey on her career to this point, and I think one of the things that interests me in Maysa's journey is she's come from a fairly patriarchal society in the Middle East, and has overcome a lot of odds that some of her peers didn't overcome, and she's managed to come to Australia, start a family in Australia, has three beautiful children and is an engineering manager after spending so many years as a software engineer. So, Maysa, I'd love to learn a little bit about the early stages of your life and how you got into university.

Maysa Safadi:

I was born and raised in United Arab Emirates. I am one of nine. I have three brothers and five sisters. I'm the middle child actually. Dad and mom, they were very focused on really raising good healthy kids and more important is to educate all of their kids regardless if they are boys or girls. Started my education at schools there. When I graduated from high school, I end up getting enrolled in a college like what you call it here in Australia, TAFE.

Education in United Arab Emirates, it's not free. Being one of nine and having that aim and goal for my father to educate all of us. When it comes to education, it was two factors that play big part of it. Can dad afford sending me to that college or university? and then after I finish, will I be able to find a job in that field? One of my dream jobs, I remember growing up I wanted to be a civil engineer, and I remember my older brother, he's the second, was telling me it's good that you want to study civil engineering. Remember, you will not be able to find a job.

Nick Muldoon:

Tell me why.

Maysa Safadi:

United Arab Emirates, it's male dominated country. Civil engineering is a male dominated industry. If you are going to look for a job after a graduation, it is pretty much given to males and Emirati males first. So, kind of it needs to go very down in the queue before it gets to me, and to be realistic, sometimes you give up your dreams because you know that you are not going to have a chance later in life.

Nick Muldoon:

Oh, my gosh, this is demoralizing.

Maysa Safadi:

Unfortunately.

Nick Muldoon:

Okay,

Maysa Safadi:

So, the decision for me to get to engineering, it was, again, I couldn't really go to university because it was too expensive. My older sister had a friend who told her about this institute that they are teaching computers. When it came to mom and dad, they really told us, "Do whatever you want, study whatever you want, it is you who is going to basically study that field and you need to like it and you need to make sure that you can make the most of it." So, with that institute, it was reasonably okay for my dad to pay for my fees and they were teaching computers. I thought, "Yeah, all right, computers, it is in science field, right? I can't maybe study civil engineering, but I'm really very interested to know more about computers."

Nick Muldoon:

Similar, close enough.

Maysa Safadi:

Close enough. I end up getting enrolled and I remember the very first subject was fundamentals of computers or computer fundamentals, something like this, and I thought, "Yeah, all right, that is interesting," and I did really finish my education from there. After two years I ended up getting a diploma in computer science.

Nick Muldoon:

So, was this a unique situation for you or were most of your girlfriends from high school also going on to college?

Maysa Safadi:

It's unique actually, unique to my family. I'm not saying it's rare, you will find other families doing it, but it's not common. It is unique because, yes, most of the girls, if not all they go to school, it's compulsory in United Arab Emirate, but very small number of them pursue higher education. Pretty much girls, they end up finishing school and the very first chance to get married, they end up getting married and starting their own family. I remember-

Nick Muldoon:

And you've chosen a different path because-

Maysa Safadi:

Oh, yeah.

Nick Muldoon:

... yes, you have a family today obviously, but you established your career, you didn't finish school and get married.

Maysa Safadi:

I think I really give so much credit to mom and dad in that sense. They told us education is more important than starting a family or getting married. They said, "Finish your degree, finish your education, then get married." The other thing they said, "Do not even get married while you are studying because for sure you won't be able to finish it. Maybe because your husband wouldn't want you to finish it. Maybe you will become so busy with the kids and you will put it back." I remember actually so many times with my older sisters when someone, it's traditional marriage there, when some people come and propose to marry or to propose for their hands, my dad always used to say, "No, finish your education first."

Nick Muldoon:

So, this is interesting because I think your eldest was born when you went and actually continued education and got your master's, is that correct?

Maysa Safadi:

Yes. I got diploma in computer science. However, I always wanted a bachelor degree. I knew that there is more to it. I fell in love with computing but I wanted more, and always I had that perception in mind, "If I'm going to get a better opportunity, then I have to have a better certificate or education." So, I thought getting a bachelor degree is going to give me better chances. I was working in United Arab Emirates and saving money, and Wollongong University had a branch there in Dubai. So, I had my eyes on finishing my degree there. Eventually I end up enrolling at Wollongong University, Dubai campus, to get my bachelor degree in computer science.

Nick Muldoon:

So, just for folks that are listening along, Wollongong is the regional area of Australia where Maysa and I and many of our team live. So, University of Wollongong is the local Wollongong University that has a branch in Dubai.

Nick Muldoon:

So you were with University of Wollongong doing this bachelor degree, and how did you make the transition and move to Australia?

Maysa Safadi:

When I was studying at Wollongong University, Dubai campus, and was working at the same time to be able to pay the fees, I met my husband at work, and happened that he has a skilled migrant visa to come to Australia, coincident. So, I was thinking, "All right, he is going to go to Australia, he is a person that I do really see spending the rest of my life with. So, how about if I transfer my papers to Wollongong University here in Australia, finish my degree from here, while he gets the chance to live in the country, and then we can make our minds. 'Is it a place for us to continue our life here?' If not, it was a good experience. If good, that is another new experience and journey that we are going to take." So, we end up coming to Australia. I finished my degree from here.

Nick Muldoon:

What did you find when you arrived at Australia? How was it different from United Arab Emirates? How was it different for women? How was it different for women in engineering given what your brother had said about civil engineering in Dubai?

Maysa Safadi:

I had a culture shock when I came to Australia. Yes, I was in a country that.... male-dominated country, third world country, no opportunities for females, to a country where everything is so different. The way of living, the communication, the culture, everything was so different. When it comes to engineering, because I didn't really finish my degree in United Arab Emirate, so I didn't even get the chance to work in engineering though. However, knowing about the country and knowing about the way they take talents in, I knew I had slim chances. Now, coming to Australia and to finish my degree at the university, it was challenging. Someone from the Middle East, english is second language, being in computer degree where looking around me, "My god, where are the girls? I don't really see many of them around." And then, yeah, getting into that stereotype of industry or of a field where it is just only for males.

Nick Muldoon:

Yeah, so a bit of a culture shock coming across. I guess fast forward, you've spent a decade in software engineering and then progressing into engineering leadership. What was the change and how did you perceive the change going from a team member to a people leader?

Maysa Safadi:

I graduated from Wollongong University and I end up getting a job at Motorola as a graduate software engineer. In the whole team there was three females.

Nick Muldoon:

How big was the team?

Maysa Safadi:

How big was the team? It was around 20.

Nick Muldoon:

Okay.

Maysa Safadi:

Yep. There was the network team which had, I can't remember how many, but it was a different team. The team I was in, it is development team, and there was three girls in there, one of them another graduate that end up coming to the program and one that started a year before. Interesting, these two females, they are not in IT anymore. I really loved the problem solving, I really loved seeing the outcome of my work in people's hands because I was developing features for mobile phones. So, all was in mind then as an IC, how to become better at my work, how to learn more, how to prove myself to everyone that I'm capable as much as any other male in the team.

Nick Muldoon:

Do you think, Maysa, that that's something that you've had to do throughout your career to prove yourself?

Maysa Safadi:

Yes, yes. It's a tough industry. Really not seeing so many females it makes it hard because you look for role models that makes you think, "Oh, she made it. I can make it. If she's still in there, then I can learn from her." I missed all of that. I never had another mentor in my career or having even a female manager in all of the jobs I had before. So, always I was dealing with males, always I was trying to navigate my way to show them the different perspective I can bring. Even the subtle interactions I used to have with them giving me that, "You are not capable enough. You are not there yet. This is our territory. Why are you here?" All of these things, it does really, without you think about it, it does really sink your self-esteem and the self-worth when you are in industries like this. Yeah.

Nick Muldoon:

So, I'm conscious, you know are in this position now, you've kind of talked about you can't be what you can't see. If you can't see a woman that's a people leader and you're not reporting to one, then it's hard to see how you can become that. But, here you are, you have become that, and for our team here, you are one of the women leaders in the company, which is fantastic. So, I guess, what are the sorts of activities that you are undertaking to try and be present and be visible that you can be a woman people leader in the engineering field. I think it was earlier last month perhaps that you were at WomenHack in Sydney.

Maysa Safadi:

Yes, I've been-

Nick Muldoon:

What's WomenHack?

Maysa Safadi:

Okay. WomenHack, it is organization to bring diverse talented women intake together, to support them, to educate them, and not just only that, to try to connect them with other companies that they appreciate diversity and inclusion, and basically try to recruit... Pretty much, it is finding opportunities for women in tech, in companies that they do value the diversity.

Nick Muldoon:

Okay. So, I think it's interesting, I see these parallels here between your mom and dad that kind of went out on a limb and extended themselves financially to get six girls through a college and university education in the Middle East, and they were doing something that was perhaps fairly progressive at the time. You said it wasn't common. It sounds like WomenHack is bringing together more progressive companies these days, that are creating opportunities for women to get into leadership or even to accelerate their careers.

Maysa Safadi:

Yes, it is so pleasing to see the change that has happened over the years. When I reflect back in 2000, when I graduated and end up working in IT, and all of the behaviors, there was no knowledge or there was no awareness how much diversity is important, and they were not even aware that really females are really quitting the field or not that many females enrolls in the first place in degrees like computing or engineering. Even education through the school, no awareness was there. Then you see now the progress that is happening, more awareness is during school. Universities, they are trying to make the degrees or the fields more inviting for females and diversity. They are trying to bridge the gaps. So, many companies that are taking action to make it easier for females to be in the field and to progress in the field.

So, WomenHack, there are so many other groups like Women in Tech, there are so many companies that are allies to females in tech as well, where they are trying to really support and make their voice heard by other companies. Is as well all of the research and the science, are really proving that having diversity in teams, it is going to be more beneficial for the companies, for the teams, to have more engaging teams having these differences. So, yeah, there is a lot of awareness happening at the moment, and so many companies are trying to do something about it. I wish if that was early on.

Nick Muldoon:

Earlier in your career.

Maysa Safadi:

Earlier in my career, yes. So, many times I felt so isolated. So many times I was sitting back and saying, "Is it worth the fight?" Why do I have to work always twice as hard, to just only prove that I'm capable? Why does it have to be this way? Why I'm not equal?" That what actually made me change my career from IC to people leader. I didn't want to put other females... Being people leader wasn't just only for females, it was for me to voice, to be able to help pretty much. People leader to be able to help anyone in the field regardless if they are males or females. Moreso is to lead by example, is to be a role model for others, is to show others that if I can make it, then definitely you can as well, is to provide the support, it's to build that trust.

Nick Muldoon:

So, how can we, as an industry, I guess, how do we change... I'm reflecting on Iran at the moment, and the activities that have taken place over the last 60 days in particular, but really just more media coverage for hundreds of years of oppression of women. What do you hope, you being a people leader, a woman that's come from the Middle East, what do you hope for these young women and girls in our Iran over their trajectory? If we're still making a journey here in Australia, in a male dominated industry, what sort of hope do you have over the 20 years from here to 2040, for these women that are in the Middle East today and still haven't found a progressive society?

Maysa Safadi:

Politics. It's the game of power. Really hoping is the awareness to get there for these females in locked countries to know that there are better opportunities for them. They need to be stronger, they need to support each other, they need to empower each other. As much as it is easy said, it's not that easy done. However, all of that frustration that is built in them, it is surfacing from time to time. I'm really hoping for Iranian women, not just only Iranians, I'm really hoping for every woman in the world, regardless if it is a third world country or even if it is advanced country like Australia, is to always feel that they are worthy, is always to feel that they can have a voice, they can be part of life, and they are doing meaningful things.

Now, if they are raised in a way that always being told you are second, always being told you role only to get married and raise family, they will believe it themselves. So, it needs to come from women like us, leading by example, being role models, sending the awareness. Really media, we need to use the media very well so we can get to these people who are really locked in their countries now thinking that this is normal. It a lot of work needs to happen.

Nick Muldoon:

Well, that's an interesting observation. It is normalized for them, isn't it? So, look, reflecting on my own upbringing, I remember that my parents would always say you can achieve anything you put your mind to, but I could open up the newspaper, I could look on TV and I could see a host of people that were people that look like me, that is white males that were Australian, that were successful in business, and so I believed that I could do and be whatever I wanted to do and be. So, I guess, how do we get this message out? How do we tell your story more broadly to get this message out? That you can do whatever you put your mind to, you can achieve whatever you hope to achieve. There's something interesting for me to reflect on about the media piece that you're talking about.

Maysa Safadi:

Yeah, and I think the countries that they are advanced, the countries that they are really recognizing women more and more, they are more responsible in sending that awareness. They have to do more. It is basically, yeah, media, it is such an important thing. This is what people read everyday or watch everyday.

Nick Muldoon:

I guess, I'm conscious, like we're talking about half a world away in the Middle East, but you're actually involved in a community group here at home. What's that group that you're involved in and how's that helping women?

Maysa Safadi:

Yeah, I'm a board member for organization called Women Illawarra. It is run by women, for women. Basically this organization is to help women in domestic violence, it's basically to set them in the right path. It gives them services and it does educate them and even help them with the counseling, with legal support so they can get out of these situations. Make them believe that they can be part of this society, that they are important voice in the society, in the community, and they can really contribute and make an impact. So, by providing this education and this support, it is empowering these women to take matters their hand, and again, to really set the path for their own life and their own success. They need to take control back again, and yeah, even help their kids see their moms that they are really doing the right thing.

Nick Muldoon:

It's this interesting thread that comes through in your entire life story and your journey, that mom and dad wanted you to have an education so that you were empowered to chart your own course in life-

Maysa Safadi:

Yes.

Nick Muldoon:

... and here you are today, giving back to other women, trying to help them get an education and feel empowered so that they can chart their own course in life. I think that's fantastic. Thank you, Maysa.

Maysa Safadi:

Thank you.

Nick Muldoon:

What is your hope for women over the next 10 years? Because it sounds like we're on a trajectory, we're making progress in some countries, we're not making as much progress in other countries. What's your hope for 2030? What does it look like?

Maysa Safadi:

My hope for 2030, or my hope for... I really hope it is even five years, less than 10 years. My hope for 10 years is not to have conversations about how to reduce the gap between males and females, because by the 10 years time, that should be the way everyone operates. My hope in 10 years time is to have equal opportunities for anyone regardless what's their gender, background, language they speak, physical abilities, it needs to be equal, it needs to.... Equity, it is such an important thing. Giving exposure to the same opportunity, it is so important regardless what's your abilities. Stereotyping, I need that to get totally erased from the world.

We are all a human, we did not really choose where we born, who our parents are, what our upbringing, what our financial situation, it wasn't our choice, why do we have to get penalized for it? We have responsibility toward the world to help everyone. We are social people, we really thrive when we have good connections and good bonds, we really need to tap into the things that makes us better. So, we have so many talents that we can use it to the benefits of the world. I know countries always going to have fights and politics, that everyone is looking for the power, that's not going to disappear. But us, as people part of this world, we really need to try to uplift and upskill everyone around us. I really hope for the females in all of the other countries to know that they are worth it, to know that they are as good as anyone else. They have the power, they don't realize how much strength and power they have. So, it comes from self-belief. Believe in yourself, and you will be surprised how much you will be able to achieve.

Nick Muldoon:

There you go. Believe in yourself and you'll be surprised with how much you are able to achieve. Maysa Safadi thank you so much for your time. Really appreciate it.

Maysa Safadi:

Thank you so much Nick. Thank you everyone.

"It was great chat about Kate's experience working in an agile environment, and learning what artificial intelligence looks like at Optus"

Kate shares her experience of an agile transformation at Optus and the incredible impact it has had on the company. Delivering faster & enabling a sense of ownership & accountability amongst teams.

Kate also shares some great advice from embracing hybrid roles throughout her career, a gentle reminder to never put limits on yourself and adopting a “no risk no return” mentality.

Be sure to subscribe, enjoy the episode 🎧

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Transcript

Hayley Rodd:

Well, thank you for joining us here on the Easy Agile Podcast. Here in Wollongong things are a little different from when we last had a chat. We've since been put into lockdown as part of the Greater Sydney region, but I'm delighted to bring you this podcast from here in Wollongong. And also it maybe helps ease some of those lockdown blues that you might be suffering if you're in the same part of the world as I am today or if you're in another part of the world that is maybe in the same predicament that we find ourselves here in Wollongong in. So, I'd like to introduce myself. So my name is Hayley Rodd and I am the product marketing manager or one of the product marketing managers here at Easy Agile. And I have a great guest today, an old friend of mine but before we kick off with the podcast, I'd like to say any acknowledgement of country.

Hayley Rodd:

So here at Easy Agile, we acknowledge the traditional custodians of the land where we work and we live. We celebrate the diversity of Aboriginal people and their ongoing cultures and connections to the land and waters of New South Wales. We pay our respects to elders past, present and emerging and acknowledge the Aboriginal and Torres Strait Islander people and their contribution to the development of this tool. And now, to our guest, Kate Brodie. Kate is an old friend of mine from here in The Ngong or Wollongong if you're not from this region. And has been very successful in her pursuit of a career in technology. So a little bit about Kate. Katie is the director of digital AI and CCAI programs at Optus. Kate is now based in Sydney, Australia and is a leader in AI, digital and new emerging technology. Katie is responsible for Optus's AI, digital, portfolio and chapter working in an agile environment every day today.

Hayley Rodd:

Kate leads the development of new products to take to market and scale routines in an agile environment advocating for build, measure, learn culture. Most recently, Kate has been in charge of leading an enterprise first to market API consulting chatbox in Australia, compatible with Google Home. So obviously Kate is an extremely impressive person and I wanted to chat to her today about her career and also her role in the Agile team. But beyond that, I wanted to touch on women in technology and leadership, something that Kate has spoken about recently with Vogue Australia. So, thanks so much to Kate for joining us today. And I can't wait to share some of the advice from the lessons that Kate has learned through her career. Thank you so much for joining me today, Kate. It's really wonderful to see you. So could you tell me a bit about, I guess what your day-to-day looks like when you're at the office?

Kate Brodie:

Yeah, thank you for having me. My day-to-day is quite varied. I would say that in my role, I'm very lucky to work with lots of different people, engineers, designers, business people, marketers and more recently a lot of different partners including Google. So, a lot of my day is working between different groups, strategically thinking about how we're going to continue to create a particular vision and future together for our customers. And then parts of it are related more to the technology and how we're ensuring that we've got our teams performing at a level that will allow us to meet those goals. And yeah, day-to-day, I'm talking to a lot of different.

Hayley Rodd:

So, when we were chatting just before we started recording, you were telling me a little bit about your start in marketing and now you've moved over to technology, can you tell me a little bit about how you don't want people to feel pigeonholed, I guess in their careers or in their career path?

Kate Brodie:

Yeah, absolutely. I really believe that anyone can get into anything if they put the effort behind it. And so I really think that no one should ever put limits on themselves. For me, it was partly because I was surrounded by really great people who supported me in trying lots of different things. And I think the way in which you build your confidence and start to move between different disciplines is by getting your hands dirty and just having a crack. So, I think it's important particularly and in this day and age for people to be open and not really put strong defined titles on themselves so that they do have a sense of freedom to kind of move around and try different roles because ultimately what is available today is probably going to look very different in 30 years time so... Yeah.

Hayley Rodd:

And do you still consider yourself a marketer or are you something, hybrid? What are you now?

Kate Brodie:

I would say that I am a technologist. I think that it requires the ability to have a bit of a marketing brain because you need to know how you're going to apply it in order to make a real impact, whether that's for customers, employees or commercially. But definitely with a strong kind of technology digital focus now, I wouldn't say that I would be purely seen as a marketer these days, but definitely it's about having that broad skill set and I think marketing's critical to being able to create great products.

Hayley Rodd:

Perfect. So, when I think of AI, I think of self-driving cars, someone who is very new to the technology industry myself. Could you unpack, I guess what AI means for Optus?

Kate Brodie:

Mm-hmm (affirmative). I think that what you've just said is shared by many. Artificial intelligence is just such a broad concept and it really is related to creating intelligent machines that can ultimately perform tasks or imitate behavior that we might consider human life. And so that can range from really narrow experiences like reading a brochure in a different language using AI to kind of rate it in the language that you can understand to kind of these macro experiences like you've just described with self-driving cars and completely changing the way that we travel. So, I think that AI is such a broad term where it will mean different things for different groups. At Optus, it's about creating lasting customer relationships with people and allowing them to connect with others. And so where we use AI in a variety of different places, it can be in our products themselves.

Kate Brodie:

So for instance, we just recently launched a really amazing product called Call Translate. And that's where in the call you can actually interact with people in different languages on that same phone call so breaking down those communication barriers that have existed before. So that's super exciting. And then there's other places where we're using it, for instance in our sales and service functions that we can more easily automate the simple tasks and give more time to our people to grow and create those types of relationships with our customers. So, we're using artificial intelligence in many different ways, but I think it's really exciting in everything that we do, it's more driven towards how can we create a better customer experience. It's not about the technology in of itself, which is what I really like about it.

Hayley Rodd:

Yeah. Nice. And it sounds like that that call translation would just... Could have so many applications and have... I'm even just thinking about in this COVID circumstance we... You're trying to get a message across to people to stay home and all those sorts of things like... Wow. Okay.

Kate Brodie:

Yeah. And there are some beautiful stories of people who are not able to go home with their young kids, travel home to their countries where their families are. And so they can have the grandkids talking to the grandparents more easily as they are learning different languages. So, it's really cool.

Hayley Rodd:

Wow. That's beautiful. So, in your title, there is, I, maybe assume it's an abbreviation, but it's somebody that says CCAI. Could you tell me what that is?

Kate Brodie:

CCAI stands for Contact Center Artificial Intelligence and it's actually a program of work that is used increasingly by different industries and refers to a particular product that Google is working with companies on. And so it's about re-imagining your contact center. So traditionally today banks, telecommunications companies, big organizations with lots of customers have a lot of customers that contact us regularly. And so this is a way of actually, how do we use AI to increasingly get to a point where you don't need to reach out to us but instead we're reaching out to you to better optimize your experiences with us. So, that's a little bit more of a program piece that's attached to my title at the moment.

Hayley Rodd:

Wonderful. So, prior to your current role, we're just going to get into the Agile space, which I know you seem extremely excited about at Optus and it's had some, I guess will be changes in the... Or it has some... Helped some massive changes at Optus. Before your current role what was your experience with that job?

Kate Brodie:

My current role and my experience with Agile has evolved. So, a couple of years ago, we rolled out Agile at a very large scale across our enterprise. So previously we had been using Agile in our IT teams for software development, but we actually started to roll out agile for product development. And I originally started as a product owner. So I was given a goal around creating a chatbot from scratch that would be supporting our teams. And with that, our Agile transformation involved breaking down the silos of divisions. So functional divisions. We started to merge into cross-functional squads and our squad was given the autonomy and the ownership to take on a particular initiative, and in my case, it was chatbot. And so I've actually experienced multiple roles within Agile including as a product owner and as a chapter lead, which was where I looked after a particular craft of people who run across multiple squads in Agile.

Kate Brodie:

And now more recently, I've got squads that are working within my area to produce these products and these outcomes for us. My experience with Agile has been brilliant. The amount of impact that it's had on our company is incredible. So, over the last couple of years, and this is pre COVID, we had a big target around moving towards a really digital led experience. And so we've seen our customers who used to choose digital around six...

Kate Brodie:

Around 65% of our customers would choose digital a couple of years ago and now it's more like 85%. So these big swings have come as a result of, I think, breaking down those silos and working in a more Agile way. Just on that I think what I like about Agile is that it's not about showcases and stand ups, it's actually about the culture that Agile allows for. So I think it allows for a lot more ideas and innovation because you have this mix of people who didn't traditionally sit with one another being together. And then also you can just deliver faster because you can cut through a lot of noise by working together. And the last piece I think is definitely that ownership and accountability for driving an outcome as opposed to delivering a piece of the puzzle, I think, yeah, Agile's been massive for us.

Hayley Rodd:

So, and you said that it was a big roll out across the organization. So does that mean that everyone within Optus works within an Agile framework or is there still sections that I guess don't employ Agile.

Kate Brodie:

There are areas of the business that aren't completely agile at this point in time. And I think they are areas of the business that makes sense. So sometimes in research and the like, you need to have a bit more freedom to sit back and ideate, although they would adopt principles of Agile so that they time box ideas and the like. From a delivery perspective, most of the organization has transformed into Agile delivery.

Hayley Rodd:

Wow. So it sounds like your customers would be seeing a lot of value from the organization transforming to Agile. You said before that there was a lot of people in your life who allowed you to do things you felt confident in your ability because I guess they helped you get there. So, has there been a mentor that I guess you look back on in your career or even now that has had an impact on where you are?

Kate Brodie:

I think that I've had a lot of different people who have been my mentor at different stages and who I would call upon now. So, I like to probably not have one mentor, but sort of look at the variety of people and their different skills and take a little bit of this, take a little bit of that, learn from this person on a particular area. There have definitely been some people who stand out. And so, early on one of the things that was really useful for me was being supported by a particular general manager who basically sort of pushed me into digital and technology and sort of, I was just very fortunate that he believed in me and said, "Now, you can run this area." I had never really been exposed to it. This is 10 years ago when digital was still sort of seen as more of a complimentary area as opposed to core, to a business.

Kate Brodie:

And by him supporting me in having a go at everything that's been... That's actually one of the most pivotal moments I would say in my career very early on that that's really led the way for me to increasingly get into the area that I'm in today. And along the way, obviously, there's been many people who have made a huge contribution to where I'm at and they're both in my career, but also outside. So, people that you play sport with people that you just have, that you share different stories with, I think that often you take a little bit from everyone and hopefully you give back something to those people too.

Hayley Rodd:

Yeah, I'm sure you do. So, is there any... Looking back on all those people that you've had throughout your life who have helped you get to where you are, is there a piece of advice that might have stuck with you that you could share with us?

Kate Brodie:

There's lots of different advice. I think one of them is, no risk no return. I really do think that you have to have a crack, you have to put yourself out there. The things that always been the most satisfying experiences have been by having a go at something that I hadn't done before. So I think no risk no return is something that I definitely subscribe to. And then in terms of some practical advice, particularly as a female, I think in your career, something called the assumptive close, which is a sales technique, around almost not asking if someone would like something but sort of implying that they would. I actually would say that I use that technique not to necessarily directly sell to someone, but in everything that I do and I would really encourage most people to use it. It was some early feedback in my career and it's been quite useful along the way.

Hayley Rodd:

Yeah. [inaudible 00:18:51] after working in real estate for a little while, I think a lot of real estate agents also assume the sale. So, and it just it... I think it can help with the confidence and going in there and I guess almost putting yourself in a position of power in the conversation when you assume you've got this in the bag. So yeah, it probably comes naturally to some people more than others, myself included, but I would struggle with that, but that's a really good piece of advice. So yeah, I'm sure that it will be helpful for a lot of people who are listening to the podcast now. So what about... What's your proudest moment as a leader there at Optus so far? I know that you're in Vogue recently. That's an amazing moment. And as a person who's known you for a really long time, that was a proud moment for me to see someone that I'd known do that, but for you, what's the proud moment?

Kate Brodie:

[inaudible 00:19:58] I think probably my proudest moment is when I've launched something large. So recently we launched a large piece of technology that will change the experience for our customers, but it wasn't as much the launch as it was looking around me and seeing the people that are there with me doing it. And there are quite a few amazing people that I get to work with. And having sort of started with a few of them in the early days, a few years ago, where we were sort of spitballing ideas and we had no products to now having large products that make a real impact to Australian consumers and to our business. It's those moments where it's actually the team around you that it... I'm most proud of. It's just the high engagement and the drive and the culture that we've created where people want to work in this area and we all enjoy creating these experiences together. So I think definitely I'm most proud of the team culture and environment that we've set.

Hayley Rodd:

Yeah. Sounds amazing. We're lucky enough here at Easy Agile to have, I guess the same... A culture that you can be proud of as well, so, I can understand how it can be something that makes a huge impact every day. So, we're getting close to the end of our time together, but again, I guess I wanted to touch on a bit of gender diversity. So how does gender diversity benefit technology companies? What do you think?

Kate Brodie:

I think diversity in general is going to benefit any business and particularly technology businesses, because it's imperative that you have a representation of the population and the people that will use your technology and the experiences that you're trying to create. So I think that it's only by ensuring that we are tapping into the entire talent pool, that we can represent people and represent customers, but also we're going to get the best ideas. And so that's gender diversity but also culturally and in every sort of facet, the more that we can tap into the entire talent pool, the more we'll create better experiences, better technology, solve more of the world's problems and capture more opportunities.

Hayley Rodd:

Mm. Fantastic. And last question, what advice would you give a young woman hoping to enter the technology industry or a technology company?

Kate Brodie:

I would say go for it. I would say don't ever put limits on yourself and speak up, learn as much as you can and get your hands dirty because it's through that kind of confidence... Oh, sorry. It's through working with lots of different people and creating things with people from scratch that you'll gain your confidence as well. And always ask, don't sit there waiting for someone to sort of tap you on the shoulder, ask for that new opportunity, ask for the salary increase, ask, it won't hurt. I promise.

Hayley Rodd:

That's a good advice. What's the worst they could say?

Kate Brodie:

No, exactly.

Hayley Rodd:

No, yeah.

Kate Brodie:

Yeah. And that's why.

Hayley Rodd:

Or they might say yes. And then that's awesome too. Okay. Well, thank you so much, Kate, for your time. That was really wonderful. It was wonderful to catch up, but it was also wonderful to hear from someone who's so young in their career, has... But has also done so much and who has reached some amazing goals, has a team behind them. And I think that there's so many people who will watch this, myself included, who will learn a lot from you. So I really appreciate your time. Thank you.

‍

"It was amazing to talk with Ida and Ulrika from TietoEVRY, they are truly leading the way in sustainability" - Rebecca Griffith

Rebecca and Caitlin are talking with Ida and Ulrika from TietoEVRY, about big picture sustainability and the role of business in supporting sustainability initiatives.

🌍 Implementing sustainability in daily business operations
🌍 The role of technology in advancing sustainability
🌍 Ensuring your sustainability & DEI report doesn't turn into a stagnant document
🌍 Framing challenge in a way of opportunity
🌍 Getting the whole team on board

An important listen for everyone, enjoy!

📲 Subscribe/Listen on your favourite podcasting app.

Transcript

Caitlin Mackie:

Hi, everyone. Welcome to the Easy Agile Podcast. I'm Caitlin, marketing coordinator at Easy Agile.

Rebecca Griffith:

And I'm Beck, team and operations assistant at Easy Agile, and we'll be your host for this episode. Before we begin, we'd like to acknowledge the traditional custodians of the land from which we broadcast today, the worthy, worthy people of the Tharawal nation and pay our respects to elders past, present and emerging. We extend that same respect to all aboriginal and Torres Strait Islanders people joining us today.

Caitlin Mackie:

Today, we're joined by Ida and Ulrika from TietoEVRY. Welcome. Thanks for joining us.

Ida Bohman Steenberg:

Thank you so much for having us.

Ulrika Lagerqvist Von Unge:

Thank you.

Rebecca Griffith:

It would be great if we could start with some introductions. Ida and Ulrika, could you tell our listeners a bit about yourselves and your role at TietoEVRY?

Ida Bohman Steenberg:

Yes, of course. I'm Ida and I'm heading up the sustainability team at TietoEVRY since four years back. And Ulrika?

Ulrika Lagerqvist Von Unge:

Yeah. I work within the sustainability team as a sustainability manager also here at TietoEVRY.

Rebecca Griffith:

Excellent. Thank you. Thanks for the introductions. Let's jump in. For our listeners who might not be familiar with TietoEVRY, can you give us a bit of an overview about what the company does?

Ida Bohman Steenberg:

Yes. Sure. We are a company based in the Nordics, like very, very far away from sunny Australia. We are a tech company. We provide different solutions. For instance, in software, cloud and infra and also business consulting. I think nowadays, we are the biggest tech provider in the Nordic, at least.

Caitlin Mackie:

Sustainability is a huge part of TietoEVRY. You really have a robust sustainability game plan and your strategy for 2023, which highlights your key priorities for ethical conduct, climate actions and creating an exciting place to work for your employees. Can you elaborate on the sustainability game plan for 2023?

Ida Bohman Steenberg:

Yeah, we would love to. The sustainability game plan is our long term plan that we created last year. We were actually two companies merging into one last year. We had different legacies. X Tieto were good at some things and X EVRY were good at some things, but of course, we had lots of challenges too. We had to sit down and really try to find out what should be our focus going forward and not only actually to build upon what we already have, but also look at the major challenges out there to see like, where do we want to be and what role do we want to have? We created a game plan that is two-folded. We have like the responsible operations that is the traditional sustainability work that you would find at any organization that takes sustainability seriously.

We have the ethical conduct where we have business, ethics, and the corruption, cyber security, privacy, human rights, responsible sourcing, for instance. Then, we have exciting place to work, which is more like HR related because we're people companies, we have to be very good at this in order to attract the right talent and also to keep the talent that we have. We have major challenges when it comes to bringing in and keeping women in our sector, for instance, so we have to be very good at diversity and inclusion and also employee experience, of course, to make this a fun place to work at. Then, of course, climate action may be the one thing that people think about most when they think about sustainability due to the emerging climate crisis. We work a lot with that, of course, and also circular economy and our take on that.

That is like the foundation for us that we have to be very good at like our license to operate, and we work throughout the value chain with these topics, but then because we are a tech company, we also wanted to see what can we do to not only improve our own sustainability performance, but foremost our customers? What's due, I think, and what really stands out for TietoEVRY now is that we have this really, really strong business focus going forward for this sustainability game plan. I was thinking maybe Ulrika could take over and explain and elaborate a little bit about the upper half of the circle.

Ulrika Lagerqvist Von Unge:

Yeah, exactly. What we identified when we were developing this strategy or long term plan was that some of our biggest impacts also actually resides among our customers. We have a lot of capabilities and we have a lot of customers, so why not combine those and see where do we have the biggest opportunity in terms of actually helping our customers to become more sustainable? We developed a methodology where we investigated our capabilities, our customer pain points, our customer opportunities and landed in four broad impact opportunities. That's where we have business opportunities in making our customers sustainable. Those are new focus areas within our sustainability long term plan, where we engage with our own business to drive these areas and develop together with our customers to create positive impact on people, planet and societies.

Ida Bohman Steenberg:

I think also if I may add to that, Ulrika, so we set the plan to do that, and we had of course, a lot to build upon. We had lots of good reference cases, but of course, we needed to pin it down to get the buy-in from management. Also, of course, get the resourcing. We started with identifying those areas where we think that other people have, or other customers or stakeholders have impact opportunities, which means a business opportunity for us. We must not forget that, but in order to actually deliver in a good way and at the speed that our customers require, we also had to create a consultancy team that could help in the delivery organization because the customer requirements become... The pressure was so high.

For our little team group sustainability, we couldn't really handle everything, so we created something that we call the sustainability hit team, which is a consulting team consisting of consultants that knows data and sustainability within business consulting. Ulrika, you have been given also... You have the role of leading this group, perhaps you would like to say something more about that group?

Ulrika Lagerqvist Von Unge:

Yeah. Yeah. Sure. Well, this is a group of people that, just as Ida said, they have this kind of expertise, combining sustainability knowledge with IT and technology. We work together to identify both ongoing projects that might be related to sustainability in one way or the other that we perhaps can scale and create synergies, but we also work to identify new opportunities, having our ears towards the ground and listening into what do the customers actually want to have. Then, we take in these opportunities and try to see how we can develop them to actually support our customers. Hopefully, this team will just continue to grow and us with our other efforts, become very integrated in all our business operations. That is at least our aim, so the responsibility lies where the responsibility is sort to say.

Rebecca Griffith:

That's wonderful. Now, I think you've kind of touched on this in a broader sense, but in the TietoEVRY annual report, you talk about implementation of sustainability into daily business operations. What are some other key ways that you're doing this?

Ulrika Lagerqvist Von Unge:

Yeah. If I can start, Ida?

Ida Bohman Steenberg:

Sure.

Ulrika Lagerqvist Von Unge:

I think one of the most important things is to involve everyone from the beginning in what we actually should focus on and what are the most important topics in terms of sustainability, both for all our stakeholders, but also for our business, so that we actually give the ownership of sustainability to the organization. Not so that they feel it comes from the side or from above, but it's actually something that is relevant and that the organization owns. That means that each and everyone has the responsibility to also contribute to our joint targets that we also have involved the different business leaders and parts of the organization in setting. I think that ownership is a keyword here to actually enable integration of sustainability in the operations. Ida, do you agree?

Ida Bohman Steenberg:

Yeah. No, but the group sustainability, our group, we are a small team consisting of specialists with long experience, but we are only so many, so we have to have a very integrated way of working in order to make this fly. What we've been focusing on a lot since many years back is to get it integrated. For instance, if we look at responsible sourcing, which is crucial how we handle our supply chain. We work closely together with a chief procurement officer. The sustainability goals that we have that are public and that we disclose every year in our annual report is just as much his goals as it is our goals, so we really get some power behind driving it and we get the results that we need in order to move forward. That is one thing. Then, as Ulrika explained earlier in the last question about the sustainability hit team, how we also now have taken this step further to really approach the business in a more structured way that we have done before. As I said, we had very good reference cases and we have a portfolio of sustainability related services, but now we're doing this in a much more structured manner because of the market, the demands that has increased so much.

Caitlin Mackie:

Yeah. That's great. I think what you mentioned, having that structure helps with that company buy in and getting everybody on board and realizing that it's everybody's commitment and it's like a journey you're all on together. Yeah. I think that's great. Something that's often talked about is the overlap between business and sustainability and the role of the business in addressing some of the major challenges we face as a society. I think so many look to clearly distinguish their responsibility and draw a line somewhere, but I'm not so sure that's the right approach. TietoEVRY certainly recognizes they have an important role to play and really pave the way towards carbon neutrality. What's your approach to this?

Ida Bohman Steenberg:

Okay. First of all, I think there must be an overlap or there must be like, if you are a company like we are, we cannot do things that we don't think also is good for us, like financially long term. That is the beauty of sustainability. If you have good and long term targets, it's also support the growth of the company in financial terms, so we always have both those perspectives in mind, creating strategies going forward. For us, we work both for our own operations when it comes to climate change to decrease our carbon footprint, obviously, so we are changing. We have renewable energy in all our data centers and offices. We are now currently at 80% and approaching 100. It's going to be difficult. The last percent is always the most difficult ones, but we have a good development as for now.Then, of course, we work super hard because this is the, I think number one question that our customers is asking for, ways to manage their own carbon footprints. Here we are strong in data, of course. Do you want to add something around that?

Caitlin Mackie:

No, but I think that the first reflection that you had that we have this financial perspective also when developing the sustainability plan, it's important because I think that what we see is that... Our business is doing business. Yes, of course. But if you don't do it right, there will be no business on a dead planet, right? So that you have to have the long term perspective where you take into account all the different aspects. It's not only the financial, because they're also interlinked. I think that also the risks that are connected to, for example, climate change for business operations, so the inbound risks that the surrounding is posing to us are becoming more and more clear. I think that it's also becoming evident that if you don't have sustainability integrated in your operations, you will no longer have a license to operate in 2021 and beyond. I think it's just a smarter way of doing business, to be honest.

Rebecca Griffith:

We can all acknowledge that climate action is one of the biggest global challenges for our generation. In recognizing that this is one of your key priorities to address, how do we take these challenges and frame them in a way of opportunity?

Ida Bohman Steenberg:

Well, this is the beauty of being a tech company. We have the luxury of not having lots of goods that we need to take care of cotton or food or so, so we can go straight to the point, I think, and start to listen to what our customers need and create services and solutions that support them in their journey to decrease their carbon footprint. It sounds very easy when I say it like this. It's not that easy, of course. It requires a lot of hard work and everything, but that's what we should do. I think that when you look at the crisis that is emerging, the tech industry is also seen by the other industries as the great enablers. I think that we have a key role to play. I think that we have a responsibility to our stakeholders to be there and to be in the forefront.

I think that's what we've been doing. For instance, for the last year, the guest team has been working on a very interesting solution called the sustainability hub, which actually addresses this spot on. Would you like to...

Ulrika Lagerqvist Von Unge:

Yeah. Yeah. Definitely. I totally agree with you, Ida. The tech industry, it's really an enabler and that also means that there's a lot of business opportunities. As you said, the sustainability data hub voice, one of our responses to these kind of business opportunities that we see out there, so what happened was that we were sitting and discussing and realized that one of the biggest obstacles for companies to actually integrate sustainability into decision making, into risk management analysis, et cetera, is the lack of data as you have now produced your own ability report, the big hurdles that comes with actually collecting the data for that report, it sits in shattered data sources.

The collection is often manual. The data might not be in the right shape. Most companies actually collect the non-financial data once a year for their annual sustainability report. That means that when you have that data, you are actually steering through the rear view mirror because you are not steering proactively by taking fresh data into account when you take your decisions or plan your operations. What we did was that we started to develop a solutions, which builds on automating the data collection of sustainability data by helping customers to identify where does the data sit? How can we actually automate it? Is it via automation, via IoT solution? Who will use the data? Which KPIs and metrics do we want to map it against? How often do we want the data to be updated? Then, visualize it in real time? A modern way of an ERP system for ESG data, you could say, so that it is actually possible to equate non-financial inform and with financial information.

That should give the opportunity for companies to treat the data in the same manner and actually integrate sustainability into the decisions that they take. For example, let's think about the impact of us going from working at the offices to now working hybrid. What are the actual impacts? Can we see that the sick leave has increased or decreased? How has the carbon emission been impacted by us not traveling back and forth to the offices? If we have that data, we could also use that to decide whether we should continue with hybrid working, or if we should force our employees to come back to the office, or if everybody should be working from home. If you can get hand of that collective view of the activities that you take, you could also make more holistic and informed decisions. That's one response kind of how we try to treat sustainability as a business opportunity and identify which are the pain points that our customers have in terms of co-creating a sustainable future, and where can we tap in into that? That is the kind of beauty, as you said, our industry.

Ida Bohman Steenberg:

It is.

Rebecca Griffith:

Really interesting looking at it in real time, as you said, as opposed to a retrospective assessment of the data, which really, you can't change.

Ulrika Lagerqvist Von Unge:

Exactly. Yeah.

Ida Bohman Steenberg:

Yeah.

Rebecca Griffith:

What's the point in waiting another 12 months to then look at it again when you have completely done [crosstalk 00:18:32]?

Ida Bohman Steenberg:

Yeah. Both sustainability.... Yeah. Sorry. Both sustainability and tech is moving extremely fast. I think we need to work like this. I think customers are going to require... We see more and more before they wanted us to report once a year, but now so many of our customers, they want us to report different types of data related to the solutions or our delivery to them on a quarter basis. The more we can have real time data, I think it's going to be the new normal very soon.

Ulrika Lagerqvist Von Unge:

Me too. That will be a huge game changer for companies. When the data is there, you can get it black on white. There is no excuse for taking bad decisions, right?

Caitlin Mackie:

Yeah. Yeah.

Rebecca Griffith:

Quite exciting.

Caitlin Mackie:

Exactly. I don't know about you, Beck, but I'm definitely sitting here being like, "Wow," at all, like this would've been super handy 12 months ago.

Ulrika Lagerqvist Von Unge:

Yeah.

Ida Bohman Steenberg:

It's out there. Yeah.

Ulrika Lagerqvist Von Unge:

Yeah.

Ida Bohman Steenberg:

It's on the market, so you're more than welcome.

Caitlin Mackie:

All right.

Ulrika Lagerqvist Von Unge:

I think that's also typical from sustainability that you have to understand that the solutions to all of these kind of complex problems, they can't be solved by any actor. We need to work in ecosystems and everybody will have to bring their expertise to the table. Then, we can get things to actually be solved. I hope that that logic will also impact other areas so that we more try to cooperate instead of having the cake ourselves, because then there will be no cake left over. That would be sad.

Caitlin Mackie:

It's so, so refreshing to hear you say that. I think for so long businesses have always had this idea about, "Oh, competition," and like, "Keep what's yours. Keep it to yourself. We're going to succeed in this area." But moving into this space, it's just not about that anymore. It's about how we can collaborate together to reach those solutions. I think that's so powerful.

Ida Bohman Steenberg:

For sure. No. Sustainability is horizontal work. As an organization, as an entity, as a company, we are not stronger than our closest stakeholders anyway. Our performance is very much reliant on their performance.

Ulrika Lagerqvist Von Unge:

I think it's so interesting also because since we come from that kind of background, Ida and I also always working across all silos, across all kind of company functions. We also get a special role in our company because we don't have the legacy of working in silos, so we just totally break them all the time because we're not aware of them. That's just what is needed to be able to get the job done. I think that it's really interesting to see how the organization actually appreciates that.

Ida Bohman Steenberg:

Yes. Sometimes, they don't.

Ulrika Lagerqvist Von Unge:

Sometimes, they don't. Exactly. Sometimes, they don't. Yeah. That's true. Yeah.

Ida Bohman Steenberg:

But we have our battles internally. If you're a sustainability professional working in a big organization, you must be very prepared to have those tougher discussions as well, but we all get there, not always on time from our perspective, but that's the way it has to be. Fearless and just...

Ulrika Lagerqvist Von Unge:

Stubborn.

Ida Bohman Steenberg:

Stubborn, and don't be too bothered about silos or hierarchies or so, because then you will never get anything done.

Caitlin Mackie:

I wanted to highlight or expand on the idea of opportunity and the fact that we constantly need to be exploring new and better ways of doing things so that we can move forward. It would be great to get your thoughts on the role of technology in advancing sustainability. I know you've touched on it, but it'd be great to elaborate.

Ulrika Lagerqvist Von Unge:

If I start, then you can build on it.

Ida Bohman Steenberg:

Sure.

Ulrika Lagerqvist Von Unge:

I think that some of the business opportunities or the solutions that we can develop are cross industrial. For example, the need for data and the need to get hold of it and to visualize it and to be able to act on it, is of course, something that all companies in all industries could make use of. But then, I think that for many solution, they are industry specific. For example, logistic. They need certain solutions to be able to optimize their logistic, their rooting, or to better pack their lorries and trains, et cetera. But I think that... There are both this industry specific solution and this cross sectional business opportunities stuff that you have, and also one of the hidden gems within the IT sector is the side effects of digitalizing services or solutions.

It's also important to understand that even though a solution might not be developed and deployed for the use of mitigating or climate change, for example, the actual impact of its implementation might lead to less carbon emission. Let's think about we have a solution that is called patient engagement. It means that you could engage with your doctors and nurses over your phone, which means that you don't have to take the public transportation or your own car to the hospital or to the medical clinic, which of course saves that transportation and in turn, saves carbon emissions if you travel with something except for an electric car. Many of the digital solutions actually have that positive hand print impact or effect, I would say. Of course, the opportunity of expanding on those is also massive and to identify them, perhaps it's the possibility. If you have a patient engagement app, could you use it for other purposes for other users to increase the impact.

Rebecca Griffith:

At Easy Agile, one of our goals was to establish a baseline and publish our very first sustainability and diversity report, which I believe we've shared with you. We'll also share that report as well as the TietoEVRY annual report in the show notes for our listeners. But what advice would you give to organizations to ensure that these kind of documents don't turn into a stagnant document or a mere check of the box exercise? How do we use these reports to encourage conversation and continually seek ways to improve?

Ida Bohman Steenberg:

Okay. I get so many thoughts now. First of all, keep up with an upcoming frameworks. Don't get stuck in all the good old GRI for instance. In the European Union, so we are now approaching the taxonomy reporting or TCFD or so on. Go for those new ones. Also, of course, everybody has to do the ground work. You have to do your stakeholder engagement, the dialogues, the materiality analysis in order to know that you focus on the right things and so on, and you have to have really concrete goals and action plans and KPIs and everything, so you can measure your performance against the goals that ultimately what sustainability reporting is about. But then, I think the opportunity with reporting, because reporting can be a little bit boring too, in a sense, and it can feel stagnant in a way. It is that it's such an important tool in the strategy work.

This is where you get the attention from the leaders like, "What goals are we going to have and how did we do and so on?" That's where you can have the good discussions or you can also raise the ambition level as you go along. That I think is really crucial. Use it as a strategy tool as well, and then never get stuck in like, "Oh, yeah. It's good. We met our targets. We moved 3% forward or whatever." Don't think so much about that. Think about lie what are the major challenges right now? What is your role as an organization? No matter what organization you are, find your way to be part of the solution instead. We have that discussion sometimes internally. People are like, "Oh, but you're doing so good. You have a good results and so on."

But for me and Ulrika and our sustainability professionals, we're like, "Yeah. Okay. We move forward. That's good." But from a greater perspective where we are reaching the tipping point for the planet, so we feel other pressure in order to move forward faster. Don't end up in like, "Yeah. We move forward. We're keeping the pace." Full on power ahead, and speed is of essence going forward.

Ulrika Lagerqvist Von Unge:

Yeah. No, I fully agree. I think that's really good reflections to hook the sustainability reporting up on the challenges to understand. What are the purposes? What are we actually trying to achieve by this report? We are trying to contribute to minimize the negative impact and to increase the positive impact, and the sustainability report is a tool for that. I think another thing that is really important is to actually also engage with the organization to get them define their own targets and their own metrics to report on, so that they feel ownership. For some of the areas that we have in our sustainability report, when we have an engaged partner within the organization that themselves have ideas on targets, we develop their own KPIs.

They feel that, "I really believe in this. I want to work with this." Then, the follow up and the continuous reporting is much easier than while we have perhaps other parts of the organization where there isn't so much clear targets internally, so that the sustainability report is more felt like something that is done on an annual basis just collecting the data, but not making use of it actually. Just create that commitment and build on the company's own targets and own KPIs that are useful. Then, of course, sometimes if you do report according to a sustainability framework such as the GRI standards, which is commonly used in Europe, then you, of course, need to report according to some of the metrics in that standard, but then add your own key guides, your own metrics, because that will make the organization feel engaged, I could say.

Ida Bohman Steenberg:

Yeah. Yeah. Basically to summarize that, so three things, do the groundwork according to the upcoming and fresh frameworks, and then two, use it as a strategic tool to have those important discussions with management and make it a part of the overall strategy, so you don't end up with the sustainability strategy and an overall strategy. Then, three, be bold. Look at the challenges and not only what's doable or keeping the trend or whatever. Those three things, I think is important to have in mind.

Rebecca Griffith:

Spot on.

Caitlin Mackie:

Yeah. I love that. I think that's great advice, especially the idea of you're mapping out what you're doing internally and what that looks like, but being able to take that step back and say, "Okay. But what does this contribute to in the big picture? What are we actually helping and what are we doing to move in the right direction?" Something that I often think about is things like the UN sustainable development goals and looking at those and being like, "Well, what can we do to of map where we are at and where can we offer? What can we be doing in this space that helps reach those targets?" Yeah. Great advice. I love it. But I think just to wrap us up, our last question for both of you is looking forward, what keeps you hopeful?

Ida Bohman Steenberg:

It keeps me hopeful. Well...

Ulrika Lagerqvist Von Unge:

For me, I think the younger generation, to be honest. I think that seeing my brothers' daughters that are teenagers, or to see [inaudible 00:31:19] and the commitment that she's able to steer up, I think that gives me hope that things will move faster in the future. I think that's positive.

Ida Bohman Steenberg:

Yeah. I also second that. I think I visited the school last week with students like 18, 19 years old, and I've been doing that every year for a couple of years now and I always ask them, "What do you know about sustainable? What do you think about it?" Before, it was like, "Yeah. The environment or recycling maybe," but now they were like, "Yeah. The UN SDGs..." So the level of knowledge has increased so much. There is huge interest and when I gave them, "What can you do on a practical level if you want to live a more sustainable life?" They were like, "Yeah. Don't buy a new party cup for the Friday night. Borrow from your friends, or there are these sites. I can text you these sites where you can borrow dresses and stuff like that." They are doing it in real life in such a good way where they combine technology and sustainability, so they're much more tech savvy than we are. I was very inspired by that.

Ulrika Lagerqvist Von Unge:

They're also willing to actually sacrifice stuff. It's like, "No, we don't fly. We don't do this because we would like to have a future to live in." I think that that is something which we are so comfortable and so used to having a certain lifestyle, but they are perhaps not and they are challenging that lifestyle that we have been having, which has also led to where we are today.

Ida Bohman Steenberg:

I think also to add to that, I think that finally the leaders of our countries are getting it, at least getting close to getting it. I think things are changing, so that's good, but my hope stands to the young ones still.

Rebecca Griffith:

It's nice to feel that it's becoming a normal part of consciousness for the newer generations where it's something that we had to learn to appreciate and respect and to take action on, but it seems to be a part of their upbringing and a way of life now, which is great.

Caitlin Mackie:

Well, I think that's great. I think it's great to leave the episode on such a high and leave the audience with a bit of inspiration moving forward. Thank you both for taking the time to chat with us and sharing your expertise with the Easy Agile audience.

Ida Bohman Steenberg:

Thank you so much for having us. It was fun to talk to you, and it's nice also to talk about the perspectives from the Nordics and from the tech industry. Thank you very much.

Rebecca Griffith:

Thank you.