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Robert Welborn is the Director, Data & Data Science for General Motors. As he sees it, global corporate enterprise has- for the most part, seen data as a luxury, "we'll get to reporting when we get to reporting, we'll upsell, we'll monetize."

Not that monetizing is a bad thing, but Robert's point is that we haven't been using data as the ultimate element of decision-making. Sure- data-driven decision-making has occurred, but not to the extent of managing enterprise existence.

The global pandemic had a particular effect on Robert's company. For over 100 years General Motors manufactured motor vehicles. Then on April 8th, 2020- General Motors became a ventilator manufacturer. What used to be a fun data dance that Robert and his team would do privately suddenly became precision choreographed ballet of the highest order with every decision-maker involved.

"What we had used as a luxury before suddenly was driving everything. We're having conversations with our suppliers, with the UAW and with the plants showing them through data what we're going to do next."

And the data told them just what to do. Robert and his team were seeing vehicle-level data as the pandemic burst across the globe and made it's way to the East Coast of the United States. "The data is saying we can shut down. And the data that we're getting from the state of New York in specific is saying that we, if we were doing anything right now- we should be building ventilators. If there's anything that we would do, we should build insulators and we should build masks."

Max Just has been talking about the Future of Work for quite some time. We now all know that the conceptualizing Max had been doing paid off in immediate fashion as the Future of Work is here.

Elan Frank from Slack joins us and shares that the tool began life as a side project of another initiative. It's grown to be a true alternative to email. Channel based messaging is built for the future of work and as we discuss, the future of work is here, now.

This BFSI Panel features key industry experts who share their strategies around pushing their organization into the future. They note that the technology available is user-friendly and rarely the barrier to entry. It is the mapping, the process, and post-implementation that makes or breaks a digital transformation. Agile development and change management are both initiatives that work. Automation has the potential to save time, money, and improve the customer experience, but if it isn't applied in a purposeful way, it is useless. The panelists share their personal journey through transformation, offering insights and advice along the way.

Fred Reichheld joins us again, this time to discuss employee engagement. The business benefit to ensuring a positive employee experience is because that translates to a positive customer experience. As Fred discussed last time, a good customer experience means an increase in profit. However, Fred is careful to clearly define what make a good employee experience. Is it lots of vacation time, the ability to shirk difficult customers, and taking on only the best shifts? Of course not, as this would lead to a bad customer experience. Fred instead focuses on "helping your employees lead great lives of meaningful service." Technology is used as a tool to automate unfulfilling tasks that humans used to be responsible for. In turn, human talent is freed up to inform, innovate, and provide meaningful change to the customer experience. Finally, Fred makes suggestions on to achieve such a lofty goal. Ultimately, Fred says, "I think what inspires people to do their best is when they feel like they are being listened to, they have a voice, and that the team is consistently being put in a position where they can enrich the lives of customers and see that as the core purpose in their work."

Max Just is accompanied by a special guest on this episode of Future of Work. Julie Seitz is an expert on all things workspace, which makes her the perfect partner for the topic of—you guessed it—the future of workspaces. While she notes that an enterprise can't necessarily futureproof themselves in this regard, she encourages them to get out of their insular spaces for the sake of spotting trends in how people are working in universities, airports, etc. Flexibility and simplicity in a workspace make more practical investments than technological ones that will become outdated. Julie also reflects on the evolution of the public school classroom and how examining that process helps illustrate how different generations work differently. Max jumps in with the ah-hah moments he had while working with Julie, including the importance of providing collaborative workspaces for collaborative work. Ultimately, Max and Julie agree: workspaces matter.

Fred Reichheld, the creator of the Net Promoter System (NPS), joins us to discuss the task of building a customer-centric culture. Companies that do the best at enriching the lives of their customers are growing two-and-a-half times faster than their competition. Today, word of mouth and truth spreads like wildfire. The modern enterprise can no longer depend on clever advertising campaigns to mask their shortcomings. Building a customer-first culture isn't always easy, though. Legacy companies have to fight through their capitalistic pasts. Metrics need to change. Shareholders must get on board with the new nature of business. The Net Promoter Score is successful because it provides data that proves the effectiveness of customer-centricity to the bottom line. It is a modern-day metric that replaces the ones that no longer serve today's landscape. Fred offers both suggestions and examples on how to successfully pivot to a customer-centric business model during this insightful conversation.

Gary Pilacinski, director of business process improvement engineering with LA Care Health Plan, discusses the importance of cultural transformational change. From start-ups to legacy organizations, Gary stresses how critical culture is for the success of an enterprise. One common stumbling block to a successful culture change is a lack of buy-in from the C-suite. Conversely, if upper management sees a need for change but doesn't effectively implement it, employees who have been with the organization for years—or decades, even—may get stuck in their ways. If that is the case, empowering frontline staff is key. Gary discusses ways to do just that. He also elaborates on how he is working to implement Lean and PI within his organization and how healthcare at large can approach the same issues. Hint: training the trainers is key. Change is uncomfortable. But with transparency, engagement, and most important, keeping the interests of the patient front and center, Gary believes Lean culture transformations are not only possible, but necessary for the success of the healthcare sector and those it serves.