There was a lot going at the PCMA Convening Leaders conference in Vancouver, British Columbia and you may have missed this session or you may have missed out on #PCMAcl.
We’re delighted to help you temper your Fear of Missing Out (#FOMO) by sharing a recorded version of one of the sessions.
It was presented as a hybrid session by Ted Mooney, Todd Tolbert & Ruud Janssen, DES, CMM about the Event Canvas design of the first #iComm15 InterCommunity 2015 global hybrid event of the Internet Society for the Internet, by the Internet on the Internet?
The good news
If you missed it you can now take a look at it here in a recorded version of the full session:
You can read the Convene article on InterCommunity 2015 here: http://www.pcmaconvene.org/departments/online/the-internets-societys-hybrid-meeting/
Want to see the user generated content of #icomm15? See that version here: http://tmblr.co/ZpAEPy1kiXt4i
Want to explore Event Design Using the Event Canvas Methodology for your event?
You can download it for free here: DOWNLOAD
[00:00:00] Their successes. It is a tremendous privilege to be a strategic partner and to introduce today’s presenters, Ruud Janssen and Ted Mooney, Ted Mooney, just a little background. Ted is the senior director of community services at the internet society. He’s here to share his organization success story about their landmark virtual event.
Last July. As well, we have entrepreneur, author and facilitator, Ruud, Jansen, the founder, and managing director of the new objective collective. He also co-founded event model generation, a common visual language. For the event design, that is an integral part of this session. So please welcome Ruud and Ted.
I wouldn’t, I would like to ask you one [00:01:00] thing before we get. And I’d like you to just quickly stand up. We just had lunch. If we can a factory fair, we go face over there. See the camera in the back of the room, Dave, over there, he’s in the back of the room. Hey Dave, what I’d like you to do? Yeah. Wave a Dave.
Very good. That works. So Dave is going to be our connecting point to the rest of the world. Okay. So hello, rest of the world. We’d like to ask you to start rubbing your hands like this. If you warm up your hands in this. Now most of the people online cannot hear this, which is kind of awkward. If I say, I’ll do it close to my mind respond, but in the room, you can hear this little flustering sound.
And this is to warm you up for the big round of applause. I’d like to give really loud right now. Hey, all those people that are watching at quarter to 11 and midnight in Europe and the rest of the planet, and that are part of the session without being in the room. So thank you guys for being there. And I would like you to also thank the guys on the left, who are, we’ve got Frank who’s streaming out on the [00:02:00] Sonic Foundry over there on the right-hand corner.
And we’ve got Jack on audio. Is that correct? Jack Paul Paul stand up. Thanks very much. They are brothers in arms for this hybrid session. Okay. So now you’re the lucky ones, because if you turn back around and sit down and just relax them the way you just. That was about the craziest thing we’re going to do in this session.
We had more crazy things planned, but we don’t have enough time. I’d like to start by acknowledging that whenever you design an event design with the end in mind. Okay. So if you know what should happen at the end of the event, then you know where the event is going. So for us, it would be quite nice if by the end of the event, we could hear some of that applause.
You’ve just set the benchmark of applause for whether this was medium average good or excellent. Okay. So that was about the volume level that we will hear. I thought they were pretty good, also very extended, but they were well warmed up. So I think that’s good. My name is [00:03:00] video Johnson. It is not a name that travels very well.
If you want to call out to me Rudolph the Red-Nosed reindeer for Christmas, you know, without the Alf. That’s my first name. Okay. Ted is a lot easier. Yeah. And this will be remarked today. That’s very Irish, isn’t it? And the truth is it is Irish. And I come from the internet society, which is the case study that we’ll be reviewing throughout the event design present.
So the session that we have is called how to design a digital event to connect and engage a global community. Okay. So if you’re in the wrong session, this is the right time to get out because you’re going to be stuck here for the next 50 minute. Going through an event design cycle, I would say, right? So that experiences from Ted Mooney and I’m myself, but most importantly, a whole bunch of people that are outside public connected to this who are part of being part of this expedition.
Now this morning, we did a little live stream out at 7 57 50 this morning. And Joe Joe is helping us over here [00:04:00] with questions coming in from the remote audience. So whenever something comes in, Joe, Joe might interfere with a question that’s already available. Let me start off with. Most speakers end with questions, but we’d like to start off with questions.
What questions are there any questions right now we need to take care of or need to harvest in the room? Any questions? Yes. We have a question.
Congratulations. Now they’re not all Sean. Sean has just earned a box of chocolates that we brought in from school. Yes. Yes, because Sean did one thing differently from the rest of you in the room. What is it that Sean did differently from the rest of you? If he engaged, he did something differently. He actually stood up and he said, I’ve got a question.
What’s that stupid thing on the stage. That wallpaper thing. Thank you, Sean, for asking questions, keep doing that. Keep interrupting us because these are the crutches. We have to get you through [00:05:00] the story, but it’s the questions that drive the learning. Now, Sean. What you didn’t know is that I’m not going to answer your question yet because that’ll be happening somewhere later.
But as soon as somebody else asks a question, you’ve got to hand the box to that person. All right. This is our bride. This is a motivator to change behavior. All right. Jack any issues on the audio that we need to double check something. I need to stay within the lights. Yeah. So these are mines. My, this is my boxing ring over here.
One more question. What should we expect to learn today? Ah, are you good? Yes. Thank you. It’s another question later on to thank you for that bridge. Here’s what I’m going to learn. This is the guy who likes his chocolates. I can tell we’re going to, oh, you think they’re planted? This was by design, by the way, just so you know, use the event canvas as a visual roadmap.
And by the way, the event canvas is the crazy thing here in the middle. Like you see here to design events with purpose. The second thing we’re going to learn is design [00:06:00] event based on stakeholder needs from scratch on a shoestring budget. Okay. Who has two shoestring budgets in their organization? Great.
Most of penny loafers, you’ve got shoestrings. That’s not bad. And employ proven engagement technologies to leverage events as a catalyst for behavior change. That’s a very complicated somebody at PCMA changed my learning objective to read this. There are words that are very difficult. I prefer to use very simple language.
I’m not a native English speaker. I do my best to be understood Davis French. Our camera man, actually, you know, is, is, is multilingual. And most people that we have joining us online are probably using different. So let’s use the words that we all know that’s not overcomplicate. Would you agree, Todd, that sounds perfect.
To me, that’s something that we’ve always had to challenge out color coding throughout this session, you will see slides and this is especially made for [00:07:00] the online honors because they cannot see all the beautiful things we have in the room. You will not get chocolates, just so you know. Right. That’s just for the people that made it to Vancouver.
It’s sunny weather outside. They don’t know it’s raining right now. We have two perspectives, the blue perspective when there’s a blue thing on the corner, that’s Ted’s perspective, the internet society’s perspective when it’s green in the corner, that’s the event design perspective from the other angle.
Okay. Just so you know, there’s multiple perspectives that we deal with and we have a surprise for you. Tall Taulbert at Todd M Talbert. You can see here, Todd is actually beyond the camera as a third presenter. So you can’t actually see him, but he’s actually online responding to your questions on hashtag icon 15.
Or on the platform. And Todd is the chief admin officer for the internet society. He was one of the key technical people behind the running of this event. One of the colleagues that daily works from restaurant, when you think of the triumph rate of the people who were designing this with you, Todd was right in the mix.[00:08:00]
Yeah. So what are we going to do today? We’re going to see how a vision from a new CEO that came to the organization, went into a plan and how the steps were taken to get. Place I’d like to acknowledge Dennis liar, who is on our team of a Venn model generation who graciously makes these little articulations with pens.
And I love how simple visuals do the language and tell a story. So whenever you see that, I acknowledged my colleague, Dennis, and who is also not here. It was my colleague a co-creator of the event canvas, but they’re joining us online late evening from Amsterdam and the Hague. I think. So we had a six month cycle.
You’re going to hear from Todd, who we prerecorded on video. So he’s going to be in the room a little bit. You’ll hear a little bit from me about the event design process. And then Ted is going to tell you a little bit more about how to actually execute it and what the success factors were. But again, this session is driven by questions.
So we’d like your questions and the questions drive our [00:09:00] behavior. So let’s hear from Todd for a minute. Y Intercommunity 2015 so what wasn’t a community 2015 was the internet society’s grand experiment with a hybrid meeting by using the power of the internet and mostly commodity cloud-based systems. We were able to convene the first meeting of its type and I Sox history. Our last global event was in 2012 where we brought people together in Geneva for a global Lynette.
We had never attempted a hybrid meeting of people in one location and the rest online, except in doing straight webcasting over YouTube or live stream. We’d seen other organizations in our community do remote notes, but mostly as a methodology to create virtual question and answer ques never for true connection and collaboration.
We wanted to see if we could take it further.
The idea for IC 2015 really came out of two desires. The first was from our board of trustees who for the [00:10:00] last few years have been asking the staff to help them convene one of their trustee meetings during an iceberg. To be able to engage with the ISAT community better. In most years, the board has three face-to-face meetings, two of which are co located IDTF or other organizations event.
They wanted the third meeting to be co-located with an ice sock event. The second desire was from our CEO, Kathy brown, who wanted ISOC to convene its own global membership meeting. She wanted a meeting where the board staff and community. It could all come together to talk about the major issues facing the internet, how I sock was working on those issues and discuss the society’s plans pertaining to them.
She didn’t always want Isaac’s community to only come together while attending another event. Where was it held? Yeah, well, it was held everywhere or more precisely. It was held on the internet. I see. 2015 was a truly hybrid event in all facets of the term while the board of trustees and Kathy brown were holding the [00:11:00] society’s annual general meeting in Oakland news.
The executive leadership team was locating themselves in nodes across the globe, including Oakland. We had 16 interactive nodes with full audio and video capabilities. We also use the IC 2015 player based on open standard technology to concatenate the audio and video from all the nodes, a text chat, a social question and answer functionality Twitter feed real-time transcription for users outside of the nodes, all of these things, this group.
Over 700 for the entire event, from Auckland to Ottawa, Canada, Hong Kong, to Montevideo, Uruguay, and 12 other cities around the globe. We brought thought leaders, subject matter experts, technical policy and development leaders, all together to connect, communicate, and collaborate. And we did all that while also engaging those outside of the nodes from wherever they chose to participate
more later from Todd, we’ll hear about the agenda later. So that’s kind of [00:12:00] your briefing three minute briefing. This is kind of the lowdown on internet society, a new CEO coming in and the perspective of this at the time, he was a senior director of technology I think for the organization, and he’s now the chief administration officer.
If you already have questions, you can go ahead and ask Todd on Twitter. I hashtag I con 15, I think he’s also on the platform. Feel free to ask them if you want to ask him through us, he will hear it through the camera with a delay of three or four. Something like that. Yeah. Three or four seconds. So bear with us.
Let me tell you a little bit about the design of the event. How, when that question comes up, where do you start? What’s what is the first point? What’s the braiding point to start in event design? That’s what I’d like to talk to you about. I remember it was in January of 2015, about the same time as this last year, we were in Budapest for a regional chapter leader workshop for the internet society in.
And Kathy brown came into a meeting with a call for [00:13:00] action. She had started in the summer before. And then in September in a staff retreat, was it September or right? We had a staff retreat in September who was the first one in, I think about five years that all the staff of the internet society got together with the new CEO.
And that was where we plotted the vision. And one of the key. Mission. And one of the key goals for us as the internet society was to use the internet society on a day-to-day basis for as much as we possibly could use that, use the internet that we advocate so much for globally and be that example to the rest of the world of what’s possible on the internet.
So here’s the challenge to the team. You’ve got, how many staff, 90 staff, 93 staff, 93 staff, as about 80,000 members in the 111 chapters across. In many different languages, in many different types of connectivity, all striving for an internet for everyone. So the phone rang and the entrance society, technically at that, after that stage[00:14:00] after seeing one of the designs said, well, what we actually need is we need to consciously think about this event design that we probably have to figure out before we set an agenda.
What is actually the story we’re trying to tell with this event? What does it. And then the whole intent of this event, one of the core deliverables of behavior change within the organization is to bring the whole team together. 93 staff, all those stakeholders in the organization. How do you bring them all together and get them to accomplish something together for the internet, by the internet on the internet.
And if you want to do this very simply, you just take one piece of paper. Okay. So that’s, this is the complicated version of that one piece of paper. Sometimes when you amplify. You can look at the detail a little bit better, but you can shrink it and put it on a poster size, like over there. But technically this is one piece of paper.
We also print these on the back of our business card. Let me try and explain it a little video that we made some time ago, [00:15:00] what the event canvas is and why it is being here.
So that’s a simple 111 second explanation of the event. Canvas. You can download it for free. It’s published under creative commons. So we encourage as many people to use it as possible. It’s been translated in eight different languages and it’s something that was created by who listen to myself who is participating online so you can call it.
On his hashtag the fishing Dennis over here think draw, share. He is an industrial designer who has applied visual thinking and design thinking. And this is the type of designing that we’d like to bring into the events industry, to simplify, clarify, and visualize the way that strategy can be delivered through events.
We also have a centralized hashtag, which are a handle here, which is called the event model gen, which is a way to get in touch with us. And this is what. You do this events, hopefully you do some of this and move back into the spaghetti. Okay. [00:16:00] There is a mode. One, an event gets created when people have ideas about what it should be and why are the events should happen.
And there’s all sorts of things that are happening and ideas are bubbling up. And that’s a space that’s really good to be. If you’re an event designer, this is the space for event design. Many of us like to be closed, operation mode have clear instructions on how to do things and then start to execute the events.
That’s when you tend to get more on the straight line. So imagine this to be a ball of wool with tons of ideas that are either not connected or random seemingly random. It is the job of the event design process to turn this into a ball of wool, which subsequently can turn into a t-shirt and then you can put the brand or the sticker on the t-shirt to say it’s a.
And it’s convening leaders 2016. Okay. And then you go back and start up the fuzzy front-end again, hopefully, or some people take the shortcut and let’s start in that just replicate the last event, which is not what we [00:17:00] encourage you to do. Okay. It’s nice to be in this little fuzzy front end space. I will show you why.
So the event canvas is there for you to download them event, model, generation.com. And it’s intended to create a. Visual language for events across the planet. When it’s finished, the story is visualized as if it’s a comic strip. Okay. And it tells you the story of the entry behavior to the exit behavior.
That’s the behavior change. Remember the first question that Shawn asks, everybody demonstrated the same behavior. He changed the behavior, you raised his hand and he asked a question and he got a reward. The promise was chocolate, but he didn’t know what the promise was yet. He got a real. That’s a very simple demonstration of the fact that behavior change can happen at events.
Now, the strange thing with groups and events of a certain nature is that when people get together, they behave differently. If only one of you were in the room, I would have asked you to turn to the camera and started [00:18:00] rubbing your hands and then start clapping and do something crazy. You probably wouldn’t have knowledged, but because all of you were there, you felt like you could not do it, correct.
That mechanism. It’s something that events has differently from individual types of behavior change. Now there’s many different types of event designs that we’ve posted some around the room. For those that are online, you can check them out on the event, model, generation.com with the corresponding narratives, but there’s a unique capability that all of us have here in the front of our head.
Right. So if you put your hand on your front head like this for a minute, you are holding your most valuable piece of. Okay, this is your prefrontal cortex. It’s about the size of two fists. Yeah, this is your total brain. But if you look at this part, this is what differentiates us from all the other mammals on the planet.
This is something that allows you to look forward and to think what if scenarios. Okay. And the experience of you in the room is tremendous. It’s incredible. You’ve done [00:19:00] so many events and your colleagues all have a piece of the puzzle, but it’s locked up right up. So the process that we use is intended for you to project your thoughts forward and anticipate and think what happens if I do this.
Okay. It’s like a flight simulator for an airplane. You can do all sorts of tests that you would not do with all the passengers in the back. And you can try things that you otherwise would not like to try now. I can encourage people that like Ted, when they get this, this as a team task to start reading all sorts of books and then work from the books backwards and try to figure out how to design an offense.
But we’ve simplified that to the one piece of paper and turned it into a methodology that’s visual. So anywhere in the planet, when you learn to draw, this is about how it goes, whether you’re in inner Mongolia in the south Pacific, in Reykjavik, Iceland, or in Vancouver, Canada. At age one at [00:20:00] age two, this is about what it looks like.
And at age seven, most of us stopped to draw because we learn how to write words. Okay. There are people in the world like Dennis and others who then carry on and become proficient and are able to articulate thoughts using visuals with visuals. Your brain has to work for its lunch, everything that’s here.
Sean, I encourage you to try to re, to remember some of these components because you can sketch this on the back of a napkin. When you’re talking to somebody that’s looking to have. If the only thing you remember out of today is the fact that behavior change is the core mechanism that delivers value at events.
And that’s fine. Okay. The other thing that I’d like you to remember is that it takes at least two stakeholders to create value at an event. Okay. Usually you have the events owner, internet society, and you have other stakeholders, eight participants. I am a member of the internet. And I participated in Intercommunity [00:21:00] 2015, you were delivering some sort of value and you’re expecting some sort of behavior change from me and from others, but we didn’t necessarily understand each other because when these people start to talk together, there’s more people that get involved.
And all of a sudden we get a bit confused because you are trying to say this and I’m trying to say that. And it ends up being quite messy. How do you get on the same page? Well, that’s why we created this thing called the event canvas. And in whichever way, you look at it 3d to the one, the, or in your mind, you don’t even need to write it down.
You’re interested in one thing, behavior a, which is the entry behavior and the exit behavior. Okay. We’ve also diced that up into 10 steps. So you can do that sequentially with a team. And that is the process that we went through with the internet society. And at the end of January, I think we got started was that we got started last January.
That’s right. That’s really important. When you start designing to isolate the [00:22:00] stake of one stakeholder first, because remember the spaghetti you saw in the beginning, when you try to think of all of them at the same time, that’s what it feels like in your brain. If you take one, it becomes a lot easier.
And for the men in the room for women, this is easier. So we have some help. Almost get some women on the team is critical. Make sure it’s very diverse team and make sure that you isolate the stake like we did here. Now, when you have a team of people together, you can start mapping out the behavior before an event.
Let me try and tell you how that’s done. Practically. This is something called an empathy map, which was originally done by Dave gray with explain. And this is a format where you can put one person in the middle. Let’s say your ideal. And you can look at what is it that this person sees through the eyes.
So for instance, through, through the eye where you’re looking at, what is it that the person thinks and feels up here and down here in their belly? What is it that they hear in audio through their ears now? [00:23:00] What is the behavior that they. Okay, so Jack just walked up and he said, just stop pedaling around.
Cause it’s really hard for Dave to keep track of you and you’re going in and out of the lights. And it’s really annoying for the people on the other end to try and look at somebody that’s not in the lights. Okay. That’s my behavior. It can always be observed by a camera out of the behavior. You can distill pains and gains.
It’s a very important concept, but it’s very primal. We all know this. We don’t need to go to school for this. You have this built into your. This is your operating system, but this is the dashboard, but you let you’re missing. So what we’re interested in is that behavior before the events and the behavior after the together to remember that and to answer your question, Sean, that’s exactly what we have here, right?
This is the offline version of the behavior before and the behavior after. And if you have stakeholder 1, 2, 3, 4, you can start mapping out what you need and identify who’s stake. That is that you’re mapping out what you want to do. And this is the quick version. Normally [00:24:00] we do like a 45 minute workshop and we could map out any event that we all know in 45 minutes, boom, easy.
It’s not difficult. You add the pains and the gains, and then you focus on the middle part, which is that event. What’d you do as you look and you articulated the entry behavior member there, and the say, and do you stick that into that box? And there’s guiding questions that you will find when you download it.
You’ve got the exit behavior on this side, and then based on the behavior that people have, they have pains and gains. There’s a set of commitments that they need to give to go to an event you committed a good hour after lunch to come to this session, which is a time commitments and you’re expecting something.
You want to learn about how the internet society has done this and what it meant for them. Then there are expectations ahead of time. You read a briefing for three learning points. Somebody from Switzerland, somebody from Florida flew in halfway across the planet to speak for [00:25:00] an hour. That must be worthwhile.
Hopefully, otherwise we’ve disappointed you. And all you’ve had is chocolate. Okay. We hope that’s not the case satisfaction. Is the level to which you have matched the expectation. Okay. Have I exceeded, remember what we said with the clapping, the beginning loud clap, soft clap. It’s kind of a measure of satisfaction and you have costs and revenue.
Remember the true shoestring budget. So there’s some design restriction that you have and once you’ve finished everything that’s left in white here, this is what we call the boundary box of the design. This is your parameter. This is the restriction within which you.
Does that make sense? Okay. I’m going to show this to you in 3d later, and then a second version of color, because we all learn differently. Some like to think in to these somewhat 3d, some in color. So indulge and see how you like how this is going for you. Oh, and I [00:26:00] went through this really quickly.
That was too quick. Yes. Question chocolate. Do you have a mic? Oh, good. Mike. Yeah, we need, otherwise the people at home cannot hear you. So, so my question would be, could you do an example for entering behavior and exiting behavior? Just, just a simple example, that just, what do you want to change? So let’s take an example with this session entry behavior.
I’m going to learn something about hybrid events and the internet society. Yes. Exit behavior. I may consider becoming a member of the internet society because of. Which you didn’t know yet. And I may considered downloading the event canvas and trying to send my next event because it’s free or not. I designed for success.
So I would consider my expectation. Is that from the, how many people do we have in the room? We use things like 17 people, 50 17, something like that. From [00:27:00] 70 people we have in the room, I would be delighted if half of you downloaded the event, canvas and potentially started using it. And when. That could be an expectation.
My satisfaction level would be how many downloads have we got within the three weeks after the events of the event, canvas and have those people started using the event? Canvas. Does that make sense? It’s a very concrete, observable behavior that you could look out through a camera and remember behaviors.
The only thing that creates value out of hence just feeling good has no value. The feeling is what happens to you before you change your behavior. If you think that this is just nonsense and you have a negative feeling with regards to what I’m telling you, the likelihood of you downloading it is very low.
Does that make sense? Does that answer your question? Yes. Can we run the mic to oh, sorry. I have another question over here. Yes, please. So when you had the profile of each stakeholder, You [00:28:00] aggregate their responses into the perimeter of this canvas? Yes. Is that, is that what is seen in the small print and it’s the team that does this, so you empathize on behalf of somebody else.
So let’s put on the thinking cap of the CEO for a minute. We pretend being Catholic brown and say, okay. Some of us know her. Right. And, and, and what is she thinking? What is she seeing? What is she hearing? What is she? So you’re doing it on behalf of somebody else you’re going in their shoes. And the powerful moments.
And this goes a little bit more in depth about the stakeholder analysis and alignment is when you go back to that person and show them what you think they think, because they will tell you, oh, you really thought about me. That’s really nice. It makes me feel good. Right? People like to be thought about, you heard that in a general session, but they will also tell you, but that is not exactly how I, what I hear.
And here’s not exactly what I do. And they’re going to spot the 10 different. The other component beyond that is that once you’ve given them that share of attention, you have a very powerful moment [00:29:00] because now you can ask them what you need from them in return. It’s a very little window of opportunity, but you’ve just created a tremendous value for the way that you could articulate the needs of all those different stakeholders.
Does that make sense? Okay, great. And another question. Yes, Mike. I won’t be downloading the canvas. Afterwards, I’ve already downloaded it because we we work with the business model generation, canvas successfully. And so I’ve been really excited for a couple of weeks to hear that you were here because I looked at it and I thought, oh no, you’ll wait for the explanation.
And due to the experience with the other canvas, it’s crucial which order you work on the fields. So I’m really curious to find out because you just skipped it so quickly. The, the, the ideal order to work with this canvas I’m hoping that something you might be able to go back on. No, sorry, that’s my [00:30:00] first name talking.
Okay. The reason why I’m saying no and delves with me please is because this is not a session about the event canvas. It’s how it’s applied to the design of a hybrid event. And I’d like to make sure we focus on that for now. We’re more than delighted to go more into depth of that, but it requires the better part of a day.
We do a three-day training in San Diego, starting on Thursday. If you’d like to join us, we can fly down on Wednesday. We have a three-day training. I’m sorry. Yes, we did too. Yeah. So if you look on the site, you’ll see some of them there. What I’d like to do is, is show you, and I think this is the essence of what we’re trying to do is to show you that there are multiple stakes that you try to bring together.
And I don’t fully agree with you on the business model canvas, that there’s an order in sequence to how you feel. You can do it in any which way you like, it depends on where your focus is or what you do know or what you don’t know. And the same thing goes here. You can have just one restriction of my budget is limited.
Maybe that’s the only design restriction you have. Okay. That could be the case. Good. Let’s carry on. So you have an event [00:31:00] design, which is the inside, and you have a design constraint, which is the outside 14 puzzle pieces. I promise a 3d version. This is what it looks like, where you actually see the behavior change.
The boundary box that you have and subsequently the agenda. Remember Todd was asking us what’s on the agenda, the agenda. That’s an odd question. That is, you can determine what’s on the agenda. If you’ve done your homework about the stakeholder analysis, you defined the behavior change. You know what the restrictions are, then you can just define the experience journey and the instructional design.
What are your modularity is to work with when you do a hybrid events or any time? Well, it’s very simple. You’ve got the same time, the same place, the same time in a different place, a different time in the same place or the different time in a different place. Makes sense. Right. It’s very easy to remember.
These are your building blocks for digital events, and you’ll see some of the challenges you have [00:32:00] after that. You also have what we call and you can look at this. If you like a Bitly slash meeting. We’ve got a matrix of all sorts of meeting formats that you can plug into this thing very easily to see.
Is it highly structured or very impromptu as it’s completely offline or completely online, or there’s all sorts of variations in between. And we encourage you to add to this matrix. So we started building it out into a store of matrixes. So let’s look at the actual design process, the project build-up.
So this wasn’t Budapest, Kathy, and the team that was there around, and she, she basically projected her. So she said, here’s what I see an event where we all get together for the internet on the internet, by the internet. And I want this type of behavior and I have a number of pains and gains, which you basically set out loud, so you can just harvest them right there.
So you have the vision at that level. We needed to make a plan at this level, so we know how to execute it and to get to the actual event, which is at the end of the road. Okay. So this is [00:33:00] a very clear structure on the. So the canvas, which you see there, if you want to take a look at it later or take a picture of it, or you can see it online as well with the narrative, this is instrumental to deliver that specific events to create value.
And from that was articulated the value proposition of the event and the promise, which is you. Plus 69,000 people is amazing. A good event. Promise is usually no longer than a tweet, 140 care. If you cannot explain to me in a tweet why I should attend your event, go back and do your homework. Okay. We went to Alex Osterwalder’s events to get to, to give your example which he held in Berlin called the business design summit, where he invited 13 of his thought leaders.
And 250 practitioners was limited sold out three, two and a half months before 2000 years. For two days, there was no program. I signed up paid. And I talked to him seven weeks before and asked him, [00:34:00] what’s the program? What are you going to be doing there? Well, that’s a problem. He said, so what’s the business model of your event?
Well, I’ve thought about that. And but actually don’t take my own medicine and it’s at that moment that you realize that there really is a problem in our world is that event owners are. And you, we, the van community do not equip them with the right tools to articulate. How, why do they even need to take place, how it takes place and what behavior will be changed?
We need to get better at that fast. Good. It was June by then. And July was only a month away. So let’s go back to what we did in the meantime. So we, we looked at how many stakeholders do you have and because the internet society is, and how many different countries in the we’re in a hundred countries [00:35:00] around the world with 113 chapters and a 80,000 now members.
Exactly. So and then the staff is spread out over most continents. So I think in the design process, which we did on. With three or four hubs connected. We designed the event as a hybrid event because that’s the way we were organized. Here’s the stakeholder long list of everybody that we needed to analyze.
So you needed to do one of these for all of these stakeholders. That’s 15 stakeholders, 15 times one hour is 15 hours of stakeholder analysis. Wow. That’s a lot of work. So we highlighted some in bold print, which are the ones that we’re really focused on because other stakeholders we needed to deliver.
Okay. And then we put it all online. So we knew what our planning was and who the team was with their LinkedIn profiles. And then we kind of mapped out the whole thing of all the things that we knew. And we created rooms that we design in which we call events, simulation rooms. And we hang this wallpaper on the wall and we make the stakeholder long list and we analyze these things and then we’ve got three steaks and then we put them together [00:36:00] and we map out what it looks like in practice.
And there is a methodology that we’ve put together. For those to be replicated, if you like, which we call the events simulator, it’s like a flight simulator, but a lot cheaper. Okay. And it’s a facilitation deck, which basically has all the steps that 10 steps. We spoke about dice down into 45 pages with a timeline of how to go through this process, according to the little blue boxes and green boxes that you have on the bottom.
Okay. So all of this can be purchased or you can do this and there’s roles that you have. Timekeepers and gestures and idea generators and blah, blah reducers and facilitator, and a recorder so that you go through the process as a team and out the other end, you come with the outcomes that you can validate with the different people.
So everybody on the team is doing the heavy lifting. They’re creating the content of the design and they become part of the conspiracy of the event. And we record those little videos. So those that couldn’t be there conducting then analyze [00:37:00] whether it’s true. What they analyzed in the meantime, tons of ideas came out of the team that we needed to put into idea quarantine.
So we isolate the ideas first because they troubled the spaghetti. Yeah. And then later you rank the ideas on importance and feasibility, and we see which ones actually stick to the agenda, which is used to prototype. And then we, then it gets really messy because you have all these color coded six different stakeholders and it becomes.
And slowly by looking at that very carefully, you can come to the actual design, you’d take the post-its and turn it into visuals. So the narrative written as a story, the storytelling that was told during the keynote this afternoon, there is a narrative for each and every event. The only question is how are you telling that story?
This is a way to write stories. It’s a systematic process to take those stories online. And this is what it looked like when it was when the invitation was sent. 2015 [00:38:00] offers you the chance to join a one of a kind online global gathering of the internet. Society’s membership into community presents an exciting opportunity for our members to bring incredible diversity, universal beach and strikingly unique perspectives together.
We all share one vision. The internet is for everyone. Into community will give us a platform to advance a global conversation and affirm our identity as a community, a society of individuals, organizations, and chapter who care deeply about the big and small concerns of the internet into community will bring us together instead of boarding trains or planes to find each other, we will use the internet.
There is no need to travel. And everybody who attends will have the opportunity to participate into community. We’ll cover important [00:39:00] topics for today’s internet, including access and development, internet governance, and collaborative security. We encourage you to join us. We want to hear what you have to say, and we look forward to seeing you on the net.
So the story it turns into a. And the trailer allows for the event to actually start rolling. And on the 7th of July, I remember I was in Geneva. You were, I was in rested in West Virginia. The board of trustees and a number of the staff. How many staff were in Auckland, New Zealand? Well, all the trustees were and maybe three staff, three staff in Auckland, New Zealand staff and restaurant office.
We had people in Geneva, but it was a middle of the night when the first sequence happened. And It was really something that works very, very well. Why did it work well? Is because everybody was involved in the conspiracy and wanting to make it work. And it was a big surprise, I think, to all that the internet could withstand 2,400 people communicating at the [00:40:00] same time, which that in itself was the core achievement for many of the people involved in the construct and the, the the basic format of the.
And we also reuse good ideas. When you have good ideas, you can find them back like cooking recipes or proven theories. And some of those things you can find back when you look in the article on convene, PCMA convene wrote up an article on this and did a little podcast. You can see some of the ideas that were recycled from other.
But maybe let’s hear back from Todd show by the time what was on the agenda. So, Todd, we’re going to roll your video again here. So be prepared for the questions. The agenda ended up being a great mix of four of our strategic objectives for 2015 collaborative governance, collaborative security internet.
And society engagement. Each of the topic areas was led by either one of our executive team members or by one of the very capable staff members in those areas. These topic leaders then engaged members of board of trustees, chapter leaders, and members. [00:41:00] Interactive knows to expound or counterpoint presentations given on the topics, questions were then pose to the groups and answers given and discussed to amplify some of our messages and to add a bit of entertainment to the agenda.
We also mixed in pre-created content in the form of videos that included interviews and graphics and music. It was truly an opportunity for our global community to engage and learn at the same time.
Well, community featured a web tool that we call the IC 2015 player, the player put into one single webpage, a lot of functionality to engage with those who could not join in an interactive node. We had over 2,400 chat messages scrolling through the player and over 50 questions asked and voted upon to then have some answered by topic leaders or board of trustee members or other participants in the.
We also included a Twitter feed of our hashtag and used it together. Questions and comments as well. The remote attendees could not use their video or audio to [00:42:00] talk to, or be seen by the nodes, but they had the opportunity to engage in many ways during the event.
For the beginning, we set out to make sure we could bring this event to as many people with the best user experience we can produce without having to custom write or configure a bunch of disparate pieces of technology. We have a very diverse community with varying degrees of technical capabilities, internet, bandwidth, sizes, and audio visual capabilities.
We needed to keep all of this as simple as we could for both interactive nodes and our remote attends. So we started with the remote attendees in mind. First we wanted one page that they would need to provide a minimal amount of information, just their name and email address, and then be able to get to an access, everything we were offering.
And we wanted it without forcing a software plugin. We found a great partner in digital, Inc who had just such a player and integrated standards-based technology to [00:43:00] present in a single webpage. Everything we wanted to do, we then turned our attention to the interactive nodes. To me, this was the easiest part because we had been using zoom.us since late 2014 and had great experiences with this product in low bandwidth locations.
I’m going to pause it here for a minute, because the first question I ever got from the board of trustees, what was one of the board of trustees members? What’s the packet loss on any of these technologies. And I turned around and I’ve done a lot of hybrid events, but I’ve never gotten that question from a board of trustee member.
They’re all experts at this that you just saw. Okay. There’s more from Todd. If she wants to watch this online, Todd is going to tweet out the link. I taught him. Where you can see the rest of all the nitty-gritty details about this event, but I’d like to hand to Ted to wrap up in terms of what were the successes and some of the things that were learned out of this.
So Ted, if you could indulge us. Yeah. Thanks very much for it. One of the things that I think was daunting is this challenge that we got by.[00:44:00] From our CEO, none of us had done it. In fact, we didn’t even know anybody else who had done it. So we, we had no real experience from which to draw and how to put this event together.
So what we decided to do was to trust the process. We trusted the process, even though, as at times it looked complicated. Sometimes it was messy. Sometimes it was a blast. It was fun, but we trusted the process throughout. And as we did that, the core group started to expand and we got more and more people interested, which was crazy.
One of the key success factors. So you’ve gone through this pretty quickly. I saw that so, well, I didn’t put a couple of SIS success factors in here, so let’s go see what some of them are. First of all, the vision of our CEO, this was critical to set the stage for what it was that we wanted to do as a community.
As a staff, we had said we wanted to do more on the internet for the year. But what was that thing or those things that we [00:45:00] wanted to do, and it was the vision of the seat. That said we’re going to do this event for our community. Okay. That vision was what led us then to some of the next key things that we needed to bring together in order to make this a success.
And that next key thing was a design process that will get you through uncharted territory. And as you can imagine, this was very uncharted territory, trying to understand all the various stakeholders. As we said, we have a hundred members in a hundred. That’s a lot of different languages, different cultures.
How do we put ourselves in their places so that we can understand how to design an event that would be meaningful for them? This is the process that got us through that. Our partnership with it. You’ve seen Todd speaking here who has been a fantastic partner throughout. He did a lot of research on what we could do, where we could do things.
We didn’t worry so much about packet loss, but, but, but we did worry about low band with requirements and we worried [00:46:00] about translations and any number of things that you might consider as you’re convening a global group on the. Key to us, of course, they’re messages that resonate with our target audience.
Here’s where that empathy map was so important because we actually surprised ourselves at some of the information. And some of the thinking that went on about what our stakeholders really needed to hear from us outside collaborators were key. So finding outside collaborators and vendors who get the vision.
Get the vision and are willing to work together. Todd mentioned a few of them that we’ve used in the past, getting this vision. These are people who are excited about signing up to this. It was something they had never done. So this challenge was something that they wanted to put their premature on it and excuse me, their stamp, their name.
He doesn’t like it if I use the larger words. So I’ll try to be careful, simple words, simple words. Okay. The other thing about that state, that empathy map, find content, develop [00:47:00] content that your stakeholders really want to consume. What is that you think that, you know, sometimes maybe you’re not the content experts in your organization, maybe you are, but a lot of times what we use.
We’ll say, well, this is what everybody needs. This is what everybody wants. But going out to your stakeholders and doing that empathy map reveals so much of what made our event so much better than it would have been other than. For us active translations were key and we needed to be able to translate not just the presentations from the different nodes, from the board of trustees and the directors.
We had to translate the questions and they might come up from any one of the 16 nodes. We had to translate the questions online in text, and we had to do all the trends and translate some of the chat as well. So how do we figure those things out? That was critical. We’ve got our membership involved early.
You saw the, on the video earlier, the way that we pass this. So there was this frame and we just did a [00:48:00] montage of all of our different members in different countries, throwing it from one to the next. And it looked of course not quite as seamless as we might’ve liked, but it was it was great to get them all involved early with something that portended the event and let them know that they were being.
The other thing about being considered is get your membership meaningfully involved in the design process. So this is, again, another thing that the empathy map helped us do, which we might otherwise not have done. And once we got into their ideas and understood what we wanted to help design from their perspectives, we found that there was a, a wealth of volunteerism that surprised us on the kind of work that they wanted to do to help with help us with the.
And finally I had a little bit about by the numbers, all the participants. But I actually don’t think these particular numbers are as relevant as some other numbers. So what was it that Ruud started with about what’s really [00:49:00] important? It’s the behavior change? And so what I can tell you is after this event, our membership grew in a hockey stick curve.
Our member. Also, we have an engagement platform, suddenly the usage of our engagement platform skyrocketed. And we had these discussions on internet governance on the uses of encryption on the debates on net neutrality. Things that may not be in your daily lexicon, but for us was truly exciting because our membership was now getting engaged on the.
That we’re advocating for on the internet. So for us, it was a, is truly a success on, I’m happy to talk to anybody about any of the additional details if you want later on. And I’m going to turn it back over to route, unless there are any questions for me. Benchmarks set on 2015 question now is what’s going on in the next edition, because there was no clue about 2015 and I’m, I’m buying a little bit of extra time.
I’m just looking [00:50:00] quickly. I know that we are pressed for time to. We started seven minutes late. Can I claim those seven minutes? Is that okay for the audience? Is that okay? I live in Switzerland, so I really have to be strict with time. I’m sorry. I was, I’d have to sign up for that yesterday’s engagement.
Yes. Virtual audience have any questions? Excellent point while we, we, we are monitoring the incoming feeds. Todd is answering a lot of the questions on icon 15 on the hashtag who is our outside presenter, because that always happens. You get so involved in the conversation here. We forget all those people.
That is 12. O’clock almost in Amsterdam and in today. And then we have people in Australia joining us. I think it’s early morning there. No idea. Yeah. Any questions from them? Audio, audio on the roving mic, please. Sorry. Noon. Noon. Yes. It’s lunchtime in Australia, midnight in Europe.
So I had a question, actually, you asked this question already online, [00:51:00] so they only audience already know that it’s so if the objectives and vision, when you’re doing the mapping that at different font of stakeholder. So for example, if we’re doing a co-host event, but once we do the mapping, then we find out that two co-hosts, they actually have a little bit different objectives, but you should do that’s the whole point.
Right? So what you want is to get that information about. That’s so critical to understand you want all the detail on that, and you want to expand that conversation. If you don’t understand that it’s going to go off track period. Good news. When there are complimentary pains and gains, just like in the business model, canvas that, you know, when you design business models, when there’s a complimentary pain and gain, you have yourself a value proposition.
Okay. So the pain of one can be the gain of the other and vice versa. I think. Good, three things you can do with the event canvas. And with this process, you can actually documents events very quickly. [00:52:00] You can take pictures and drop them all in, and you can actually figure out how your event worked and decode it fairly quickly.
I volunteered because I’m in Vancouver anyway, to document my experience journey. I’m the instructional design, actually the whole middle part here of PCMA convening leaders. And this is part of what I give back to PCMA as a step up to the next. Okay. You can do that today as well. If you like as a participant, you can join us and see if you give it a quick test run.
You can prototype and discuss events. This is one of the most important things in event design thinking prototyping, could we do this? Could we do this? Could we do this? Find the best strategic alternative, present that to leadership. They never want one solution. They want two or three and then choose the one that you think will work best.
And then lastly, it’s all about deciding of what will work best, getting everybody’s buy-in and then start executing. You’re going to save a lot of time executing. If you think a little bit longer about design and we have the 1% or the one pro meal, even [00:53:00] design rule, which says if you have 1% of the time of the total event, time being 70 people, times one hour spent on thinking about the design of this session.
It is your obligation to. Okay. Otherwise you may be wasting 1% of 70 per people’s time. If you don’t at least spend 1% of that time, carefully thinking about that. Good. So you can download it there. You already saw that event model generation, or you can join the internet society. If you care about the internet and want to learn more about it, it’s a fastener.
Okay. What started by Finser from Bob Kahn, who started the internet, started the internet, and now we need a community to look after it and advocate for it’s functioning. It’s an incredible world. I highly encourage you to do it. I know what it’s free. Okay. So if you’re an internet user, it’s almost your, I feel it’s my moral obligation.
This is where people and practitioners are across. There’s is coming more and more. Every day it’s in multiple languages available, just like all the information from the internet [00:54:00] society. It’s a lot of fun to do this. The team, I think, had a blast. We did now they’re daunted for the next. Thanks.
Mark is there, but that’s what it’s all about. So on behalf of Todd Talbert and also thanking the online audience, I think they did a terrific job, right? Fantastic. Yeah. Very much. So the online audience, thank you very much. We can face them, give them a quick round of applause. Thank you very much, Todd.
Thank you for answering all the questions. We’ll do that also beyond the session, the learner outcomes. I hope we have checked off all these different things we would like to ask you to fill out. Surveys and the app, is that correct? Or am I taking away your I’m going to I’ll I’ll bring it home. Just keep it on.
No, no, no, go ahead. Go ahead. I’m having to get back to Charles would like to thank Ted for coming over. Joe, Joe, from me taking all the questions, Dave, on the camera, Frank Jack and Frank over there in the back who have seamlessly glitched off are pulled off this event without a hitch. So, absolutely.
Thank you very much. Thank you very much, Mike.[00:55:00]
Let’s hear it one more time for Ruud Todd and Ted. Great job guys.