[{"data":1,"prerenderedAt":795},["ShallowReactive",2],{"/en-us/blog/manager-training":3,"navigation-en-us":39,"banner-en-us":439,"footer-en-us":449,"blog-post-authors-en-us-Josh Zimmerman":691,"blog-related-posts-en-us-manager-training":705,"assessment-promotions-en-us":746,"next-steps-en-us":785},{"id":4,"title":5,"authorSlugs":6,"body":8,"categorySlug":9,"config":10,"content":14,"description":8,"extension":26,"isFeatured":12,"meta":27,"navigation":28,"path":29,"publishedDate":20,"seo":30,"stem":34,"tagSlugs":35,"__hash__":38},"blogPosts/en-us/blog/manager-training.yml","Manager Training",[7],"josh-zimmerman",null,"unfiltered",{"slug":11,"featured":12,"template":13},"manager-training",false,"BlogPost",{"title":15,"description":16,"authors":17,"heroImage":19,"date":20,"body":21,"category":9,"tags":22},"Building an All-Remote Management Enablement Program","How to build an all-remote management training & enablement program for the future of work.",[18],"Josh Zimmerman","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749664102/Blog/Hero%20Images/gitlab-values-cover.png","2021-02-19","\n\n{::options parse_block_html=\"true\" /}\n\n\n\nOne of GitLab Learning & Development’s (L&D) biggest charters for FY21 was building out a management training program. It was a huge task! The CEO asked the L&D team to build a program that trained managers on remote leadership, managing teams, and management best practices. GitLab has been around since 2011. With our massive growth over the years, there was a huge need to train and develop managers for the future. Building a program from scratch was going to require a proactive approach to ensure all voices were heard and to build a program that equipped our leaders with the right skills.\n\nSo, how do you build a management training program for an all-remote company? What do you include? How do you design and develop an impactful program?\n\nIn this blog, I’ll cover some tips and tricks to what we did in L&D to build the [Manager Challenge](https://handbook.gitlab.com/handbook/leadership/) program.\n\n### Start With a Learning Needs Analysis\n\nWhen I first started at GitLab, I learned that there had never been a formal management training program. L&D was a relatively new function within the organization. With the massive growth, L&D saw an opportunity to train our managers for the skillset they needed to be successful. Our first task for developing a program was to conduct a learning needs analysis. We took a consulting approach to the analysis by interviewing a wide range of stakeholders at the company with varying experience levels. From C-suite executives to new managers, to established Directors, we had to diversify who we would receive input from.\n\nWe divided between us, at the time a team of two, by collecting feedback on the management needs and skill gaps. We conducted a job task analysis by determining what managers do at GitLab and what knowledge and skills they would need. During the interviews, we identified consistent themes across stakeholder groups. Some of the themes mentioned “foundational management” as a critical area to focus skill building. Many of our people leaders had been recently promoted and never managed a team before. The skills needed to manage people are different when you have direct reports versus being an individual contributor.\n\nFrom the learning needs analysis, we could pull out additional themes and recommendations for the training. Managing an all-remote team requires a different set of skills than a colocated office environment. For one, people leaders need to ensure their people are set up to be “[Managers of One](https://handbook.gitlab.com/handbook/leadership/#managers-of-one).” You have to empower your people to work autonomously and get the job done to achieve results. We synthesized the themes which led us into the storyboarding and training design phase.\n\n### Design a Training Experience That Fits Your Culture\n\nEveryone is super busy at GitLab. Like any high-growth, pre-IPO organization, the company moves at lightning speed. We knew that managers would have limited time to dedicate to training. L&D didn’t want to make managers take huge chunks out of their day to dedicate to training. And there is nothing worse than being on a three to five-hour-long virtual training event!\n\nThe training was divided into two parts:\n1. Daily asynchronous learning activities\n2. Weekly live learning sessions\n\nWe knew that the training needed to be bite-sized over a period of time to reinforce management behaviors and skill-building. When we started designing the program, we looked at 30-day challenges as a framework to support behavior change. Participants would be required to do a short daily challenge that would take twenty minutes to complete on their own time. GitLab is a global company. Our team members live in over 65+ countries around the globe. Coordinating calendars with managers was going to be difficult for dedicated virtual live training time. Instead, we built the curriculum by dividing up themes and topics into weeks and days. We created bite-sized learning and actions for participants to complete on their own time.\n\nAt GitLab, we don’t just read off of slides during a presentation. We ask that participants review slides ahead of the call and use the time together to ask questions while facilitating a discussion. We designed the live learning sessions with these best practices in mind. The live learning sessions would focus on the themes covered during the daily asynchronous activities. Also, we prompted managers to openly discuss specific management topics (i.e., giving/receiving feedback, performance discussions, wellbeing check-ins, etc.) that are important to GitLab.\n\nThe program design started to take shape. We designed a three-week program with asynchronous learning activities to be completed Monday-Wednesday. Thursday’s were dedicated to live-learning events to network and learn from other managers. Friday’s served as catch up days, weekly course evaluations, and self-reflections.\n\n### Use What You Have Available\n\nThe best way to understand how GitLab works is to use it for as much of your job as possible. We [dogfood](https://handbook.gitlab.com/handbook/product/product-processes/#dogfood-everything) our product by threading it into everything we do in the organization. Managers need to be well-equipped with using GitLab to manage their all-remote team. We designed the training to incorporate GitLab into the curriculum as much as possible. The daily asynchronous learning activities are posted in a [GitLab Issue](https://docs.gitlab.com/ee/user/project/issues/). Everyone in the program, anyone with a GitLab.com account, has access to the learning content. The asynchronous topic was posted daily. Participants could read through the Issue and complete the action item by posting their responses in the comments section.\n\nThe practice enabled our [transparency value](https://handbook.gitlab.com/handbook/values/#transparency) by allowing all participants (anyone really) to review manager’s responses. The benefit of using GitLab reinforced multiple behaviors. One, everyone was dogfooding our product. Two, participants could learn from others by reading how other managers respond to different situations. Three, participants now have a reference point to go back to as they grow in their careers.\n\nDoes your organization have a tool like GitLab to help facilitate L&D initiatives? If so, consider using it to reinforce behaviors and to allow managers to become comfortable using them. If not, consider having your team members sign up for a free [GitLab account](https://gitlab.com/) and [implement a challenge](https://handbook.gitlab.com/handbook/leadership/#learning-and-development-team) using GitLab.\n\n### Apply Social Learning\n\nRemote work can have some drawbacks. One of those challenges may be a lack of connection with your coworkers. Managers need to form relationships with their team members over virtual calls. And people leaders may not have a lot of opportunities to learn from others in a social setting. When you work for a globally distributed team, there can be isolation if the rest of your team is in different time zones.\n\nWe designed the live learning session as a forum for social learning. Managers were given prompts and scenarios on certain situations they would face in their role. Breakout activities were implemented to strengthen networks and collaboration. Participants would share tips on how they would handle the scenarios. We focused less on slides and presenting material and more on engaging with one another to learn from others. Managers shared lessons learned, and many participants walked away from the live learning sessions with new skills to apply right away on the job.\n\n### Review and Validate the Program with Executives\n\nWe are lucky that our leadership team is passionate about the growth and development of our team members. GitLab’s CEO, Sid, asked us to spearhead management training, and he partnered with us on reviewing the content to ensure it aligned with his vision. High Output Management is a book written by Andrew Grove, former CEO of Intel. It is one of our CEO’s favorite books!\n\nWhen we met with Sid for the first time to review the curriculum, he wanted us to ensure that important principles covered in the book were included. We threaded multiple topics (i.e., 1-1 meetings, performance management, making decisions, etc.) into the program.\n\nAlso, our executive review meetings validated whether or not the program reinforced our values. [Gitlab Values](https://handbook.gitlab.com/handbook/values/) are central to how the organization operates. I’ve never worked for a company where they are emphasized so much! Executives had a keen eye on ensuring that the program equipped managers with being role models of our values. The review and validation from executives were vital as we launched GitLab’s management training program.\n\n### Don’t be afraid to Iterate\n\nIt’s easy for L&D professionals to get caught up in requirement gathering and rapidly develop learning programs. However, it’s important to remember that your solution’s best feedback will occur once you pilot the program. We’ve launched two iterations of the Manager Challenge program, and the two looked completely different. The first program was longer, four weeks, and didn’t do enough to reinforce GitLab Values. We also held several meetings with leadership to thread more GitLab “ways of working” content into the curriculum. We ended up cutting out one of the weeks of training to make it three weeks and used the book High Output Management as the foundation to the enablement.\n\nFor the first iteration, we created a large project plan. We didn’t start with the [smallest thing possible and get it out as quickly as possible](https://about.gitlab.com/blog/behind-the-scenes-how-we-built-review-apps/). The plan allowed us to develop a comprehensive curriculum, but it was without testing. The upfront work took a great deal of time. Looking back, we should have developed a shorter program, iterated, and moved forward with the next version. To be successful, we had to get something out right away, pilot, receive feedback, and update.\n\nDuring the training, we conducted weekly evaluations of the content. With the feedback, we were able to apply constructive points and incorporate them into the next week. For example, participants wanted to network more. So we adapted the curriculum and added more social learning in the remaining weeks.\n\nIteration was central to how we rolled out a more seamless program that incorporated GitLab Values and ways-of-working. Don’t be afraid to iterate if you are building a management training program. The best feedback will come once you get it out the door.\n\n### The Result\n\n\nAfter months of planning, content development, stakeholder reviews, we developed the Manager Challenge program for GitLab people leaders. The program is a blended learning approach that incorporates self-paced daily challenges and live learning sessions to build foundational management skills. The program includes leadership assessments, interactive learning, networking, and digital learning, all in three weeks. The program builds a set of baseline management skills that complement our values.\n\nHere’s what a few participants had to say about the program:\n1. \"The handbook has so much content, it's easy to forget how much tactical information can be found right at your fingertips.\"\n2. \"Team performance is cyclical. Perceived regressions aren't bad, but rather a reflection of a change in team dynamics. Look for the types of questions people are asking to know how to respond.\"\n3. \"The handbook is a great resource with tons of information on being a manager, having hard conversations, and helping teams grow.\"\n4. \"For me, these are good reminders of what are the best practices to adopt as a Manager. I am always exploring what are ways we can do tasks better and faster. With that said, as a manager, we need to be sure my people and others are part of the process.\"\n5. \"I learned that there are so many amazing managers here at GitLab. Each of the days' comments were treasure troves into how to approach something differently or new techniques that others have found success with.\"\n6. \"It's possible to be a great remote manager!\"\n\nIf you are set out to create a management training program for your organization to develop leaders, use some of the points in this blog as a reference point. Feel free to reach out to GitLab Learning & Development at `learning@gitlab.com`.\n\n### Looking for more Learning and Development material from GitLab?\n\nIf you want to learn more about what the Learning and Development team at GitLab is up to, check out our [handbook page](https://handbook.gitlab.com/handbook/people-group/learning-and-development/) or read our past newsletters.\n",[23,24,25],"remote work","inside 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Program.",[711],"Jacie Bandur","2021-05-18","\n\n{::options parse_block_html=\"true\" /}\n\n\nHi! I’m Jacie Bandur. I completed GitLab’s CEO Shadow program from 2021-04-26 through 2021-05-07. It was a really enlightening experience. I generally work in Learning and Development and consider myself a lifelong learner. I can’t even explain how much I learned in such a short about of time. I learned a lot about the business. I learned a lot about the product. But learned even more about the importance of iteration in everything we do.\n\n### Qualifications to Participate\n\nI wanted to start this off with touching on qualifications to participate in the program.\n\nI am the type of person that has gone through most of my life thinking I’m not qualified for things. I’m not qualified for that job, that promotion, that program. The list goes on and on.\n\nWhen I saw the [CEO Shadow program](/blog/ceo-shadow-impressions-takeaways/) kick off in 2019, I really wanted to participate. I was a little intimidated. Who wouldn’t be, spending 2 weeks with the CEO of any company? But time passed and all the sudden it was 2021 and I had not taken any steps to participating in the program.\n\nIf you are sitting there waiting for someone to tell you that you are qualified to participate in this program, I’m not big on giving “pep talks,” but here’s me telling you - You are qualified for this program. There’s never going to be a good or perfect time to do it. Tell your manager you want to do the CEO Shadow program. Stop waiting. Sign up today.\n\nNote: Take a look at the [eligibility](https://handbook.gitlab.com/handbook/ceo/shadow/#eligibility) section of the CEO Shadow page for more information on signing up.\n\n### Pre-Program Tips\n\nThere are many things recommended for shadows to do pre-program outlined on the CEO Shadow handbook page. As I was going through the program there were things that I thought helped me (or would have helped me).\n\nHere are my top 6 recommendations:\n\n1. Make sure your team knows you will be unavailable for 2 weeks. This isn’t a program that can or should be done alongside your normal day to day work. I found catching up from the 2 weeks away kind of difficult because I was trying to keep up on what was going on and I had a bunch of half done things.\n1. Talk with people who have done the shadow program - schedule at least 3 coffee chats with CEO Shadow Alumni.\n1. Have food that is easy to eat quickly. Sid’s meetings are back to back most days, so you will have small amounts of time to eat throughout the day. Sid does eat during calls, which you are welcome to do, too, but if you are taking notes, it is difficult to eat. And this will make you realize why speedy meetings are so important!\n1. Listen to the [Executive Leadership LinkedIn Learning course](https://www.linkedin.com/learning/executive-leadership/).\n1. Be prepared to ask questions. When doing the program virtually, there isn’t a ton of time for asking questions, so when one would come up, I would add it to a note on my computer and ask if there was ever time with just the shadows and Sid.\n1. Take at least 1 day off after the program. Take even a couple of days off if you can! This is recommended on the handbook page, but I can’t stress this enough.\n\n\n### Takeaways\n\n**Group Conversations**\n\nI’ve been at GitLab for almost 4 years. When I joined, I made it a point to attend as many GC’s as I could. I had gotten out of the habit of attending Group Conversations. After attending them again for 2 weeks, I realized how important they are to understand better what is going on across the business. Everything in the organization is so intertwined. It’s helpful to understand what other teams are working on and succeeding in.\n\n**Feedback**\n\nWe should all be giving and receiving feedback often. We have a whole [handbook page on giving and receiving feedback](https://handbook.gitlab.com/handbook/people-group/guidance-on-feedback/). Read the handbook page and watch the videos, as well. Practice giving feedback. I recommend using the [1-1 agenda](https://handbook.gitlab.com/handbook/leadership/1-1/suggested-agenda-format/) Sid uses, because Feedback is an essential piece of that agenda, and it makes feedback more of a routine thing.\n\n**Biggest Takeaway**\n\nWe have an incredible team here at GitLab, from Engineering to Product to Sales to People and all the groups in between. There are so many great ideas. I observed the constant reinforcement by Sid to start with something small and build on it. You can ALWAYS make something more complex. It’s hard to go back to something more simple when you start with something complex.\n\nA couple of quotes that I heard from Sid during the program that reinforced this point:\n\n- “Every complex system evolves from a simple system that worked.”\n- “It’s very clear what is the simple solution. We can always make it more complicated as we go on.”\n\nI know they are very similar, but they happened in different meetings on different days, so the point was reinforced repeatedly.\n\nDuring the program, I reflected on the projects that I’am working on. How many of them am I trying to do too much on before releasing. Probably all of them. When I’m working on projects in the future, I will break them down into smaller, more doable chunks. Iteration is hard - it’s a skill to be practicing constantly.\n\n\n### Overall\n\nOverall, the program was really insightful and impactful. If you haven’t participated in it yet, I cannot encourage you enough to do so!\n",{"slug":715,"featured":12,"template":13},"ceo-shadow-recap",{"content":717,"config":729},{"title":718,"description":719,"authors":720,"heroImage":722,"date":723,"body":724,"category":9,"tags":725},"Why I love contributing to GitLab","Making small meaningful changes is what it's all about.",[721],"Austin Regnery","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749679501/Blog/Hero%20Images/new-feature.png","2021-05-11","It was mid-morning on a Tuesday in February, and I had 10 minutes in between meetings. So I decided to try and solve a pain point of mine.\nYou see, I had to memorize this HTML snippet to create a collapsible section in GitLab Issue descriptions and comments, but I kept forgetting it. Was it `summary` or `section`? I could never remember.\n```html\n\u003Cdetails>\n\u003Csummary>Insert Title\u003C/summary>\nHidden content\n\u003C/details>\n```\nEven though it is not vanilla Markdown, GitLab knows how to interpret some HTML. I used this formatting trick fairly often since full-page screenshots can occupy a lot of screen space, which leads to excessive scrolling.\nSo I decided to poke around our codebase to see how the other Markdown shortcuts worked. To my surprise, it was pretty straightforward. Each shortcut had a simple text input that mapped to each button. This implementation was simple to replicate since I just needed to copy/paste and replace a few words.\n![Image of Vue and Haml files with editor shortcuts](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/vue-haml.png){: .shadow}\nThe Vue and Haml files with the new shortcut\n\nI started a branch and began hacking away at the code. Now, I would never call myself a Software Engineer, but I like to try and make things from time to time. I was able to add a new shortcut to the toolbar to insert this code snippet for me in less than 10 minutes. No more memorizing! Making contributions like this is what makes working at GitLab so special.\nNow, it wasn't ready for production, but I at least had something that worked. I shared it with my UX colleagues in Slack, and it started to gain traction with several up-votes and few constructive comments on how to make it better.\nWith the functionality flushed out, a few other designers helped me get a better icon added to our SVG library. Using clear iconography is critical for communicating information more clearly.\n| Initial Icon | Final Icon |\n| - | - |\n| ![SVG of chevron right icon](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/chevron-right.svg) | ![SVG of details block icon](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/details-block.svg) |\n\nThe last thing to do was resolve my failing tests, and I had several teammates help me do that.\n![Gif of the shortcut being used](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/demo.gif)\n\nToday [this change](https://gitlab.com/gitlab-org/gitlab/-/merge_requests/54938) merged! Now I solved a pain point for me and others. It took a few months to go from idea to production, but the effort was super low. I'd say the return on my initial investment, 10 minutes, is super high.\n> Having a direct impact on a product was never an option for me before joining GitLab.\n\n![Image of participants in the Merge Request](https://about.gitlab.com/images/blogimages/why-i-love-contributing-to-gitlab/participants.png)\n\n\nThank you to everyone that helped me deploy this\n",[726,727,728],"UX","product","AWS",{"slug":730,"featured":12,"template":13},"why-i-love-contributing-to-gitlab",{"content":732,"config":744},{"title":733,"description":734,"authors":735,"heroImage":737,"date":723,"body":738,"category":9,"tags":739},"Placebo Lines on the Pipeline Graph","Have you noticed the connecting lines missing on your pipelines lately? Here's why",[736],"Sam Beckham","https://res.cloudinary.com/about-gitlab-com/image/upload/v1749679507/Blog/Hero%20Images/ci-cd.png","\n\n{::options parse_block_html=\"true\" /}\n\n\n\nHave you ever pressed the close door button on the elevator, in the hope that you'll save a few precious seconds?\nOr got frustrated at the person stood next to you at the cross-walk, neglecting to press the button?\nWell, maybe they know something you don't, or perhaps you know this already.\nMany buttons in our society lie to us.\n[David McRaney](https://youarenotsosmart.com/2010/02/10/placebo-buttons/) dubbed these, \"Placebo buttons\" and they're everywhere.\nThose elevator doors won't close any faster and the cross-walk button has no effect on the lights.\nThe only lights they control are the lights on the buttons themselves.\nThey give you the feedback you crave, but that's all they're doing.\n\nThese placebos aren't constrained to the physical world, they're prevalent in [UI design](/blog/the-evolution-of-ux-at-gitlab/) too.\nFrom literal placebo buttons like [YouTube's downvote](https://www.quora.com/Does-downvoting-a-comment-on-YouTube-even-do-anything), to more subtle effects like Instagram always [pretending to work](https://www.fastcompany.com/1669788/the-3-white-lies-behind-instagrams-lightning-speed), or progress bars that have a [fixed animation](https://www.theatlantic.com/technology/archive/2017/02/why-some-apps-use-fake-progress-bars/517233/).\nThey're everywhere if you know where to look.\n\nAt GitLab, we created a placebo of our own in one of our core features; the pipeline graph.\n\nThose of you who have used our pipeline graph, will be familiar with its appearance.\nThere's a series of jobs, grouped by stages, connected by a series of lines depicting the relationships between the jobs.\nBut these lines might be lying to you.\nThese lines are indiscriminately drawn between each job in a stage, regardless of their relationship.\nThese lines are placebos.\n\n![The old pipeline rendering with lines connecting every job in a stage](https://about.gitlab.com/images/blogimages/placebo-lines_old-graph.png)\n\nThis wasn't a problem to begin with.\nA basic pipeline has several jobs across a handful of stages.\nJobs in each stage would run parallel to each other, but each stage would run sequentially.\nIn the image shown above, all the jobs in the test stage would trigger at the same time. Once those jobs had finished, all the jobs in the build stage would trigger.\nWe used rudimentary CSS to draw lines connecting each job in one stage to each job in the next.\nThese lines weren't calculated based on their connections, but still reflected the story they were telling.\n\nSince the introduction of `needs` relationships in [v12.2](https://gitlab.com/gitlab-org/gitlab-foss/-/issues/47063), pipelines got a bit more complicated.\nNow you could configure a job in a later stage to trigger as soon as a job in an earlier stage completed.\nLooking at our old example, we could set the API deployment to run as soon as our spec tests passed.\nThis skips the remaining tests and the entire build stage, turning our lines into pretty little liars.\n\nWe had many internal discussions about these lines, and how to show the relationships between jobs.\nThere's the [`needs` visualization](https://docs.gitlab.com/ee/ci/directed_acyclic_graph/#needs-visualization), which does an excellent job of displaying these relationships, but the main pipeline graph was still inaccurate.\nFor the past few months, we've been [refactoring the pipeline graph](https://gitlab.com/gitlab-org/gitlab/-/issues/276949), giving it a new lease of life and fixing some of its issues along the way.\nOne of those issues were the faked lines.\nIn the new version, we can accurately draw lines between jobs.\nLines that actually depict the relationships jobs have with each other.\nNow the lines no-longer lie!\n\n![The newer pipeline graph showing the correct needs links between jobs](https://about.gitlab.com/images/blogimages/placebo-lines_new-graph.png)\n\nThe above image shows an unreleased version of the pipeline graph.\nYou can see the lines drawn between the jobs to show that the `deploy:API` job can start as soon as the `rspec` job is successful.\nSomething the old lines (shown earlier in this post) would have been unable to depict.\n\nOne unfortunate downside of this is that these lines can be quite expensive to calculate.\nThey're actual DOM nodes, drawn deliberately and placed precisely.\nOn smaller graphs this isn't a problem, but some of our initial tests have found pipelines with a potential 8000+ job connections.\nThat kind of calculation would grind the browser to a halt, and nobody wants that.\n\nAt GitLab, we believe in boring solutions.\nWe make the simple change that sets us on the path towards where we want to be.\nShip it, get feedback, and iterate.\nSo that's what we did.\nIn the first phase of this rollout, we shipped the new pipeline graph with no lines connecting the jobs.\nWe don't have to worry about the expensive calculations, and we still get to roll out the refactored pipeline graph.\n\n![The current (v13.11) pipeline graph showing no links between jobs](https://about.gitlab.com/images/blogimages/placebo-lines_current-graph.png)\n\nWe know some of you will miss them, but fear not.\nBoring solutions are just technical debt if you don't iterate on them.\nSo the [improved lines are coming](https://gitlab.com/groups/gitlab-org/-/epics/4509) in a future release, along with several other improvements to the pipeline graph.\nWe're already starting to roll out the new [Job Dependencies](https://gitlab.com/gitlab-org/gitlab/-/issues/298973) view which shows the jobs in a (much closer to) execution order.\nStay tuned for more updates, and watch [Sarah Groff Hennigh Palermo's talk](https://www.youtube.com/watch?v=R2EKqKjB7OQ) for the technical side of this effort and a deeper dive into some of the decisions we made.\n",[740,741,742,743],"CI","frontend","agile","design",{"slug":745,"featured":12,"template":13},"placebo-lines-on-the-pipeline-graph",{"promotions":747},[748,762,773],{"id":749,"categories":750,"header":752,"text":753,"button":754,"image":759},"ai-modernization",[751],"ai-ml","Is AI achieving its promise at scale?","Quiz will take 5 minutes or less",{"text":755,"config":756},"Get your AI maturity 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