B2BiQ

Chris Gilmore on dieciding when and how implementing robotics processes is necessary: "Also recognizing that robotics is one arrow in the quiver. There are other ways to solve. So, part of the education is, is this a right solution for robotics? Maybe it's a system change or maybe it's a processor education change. So, bringing a broader perspective about where robotics does make sense and perhaps doesn't make sense."

Alexis Smith on making the customer experience more accessible: "So when you think of user experience, you think of UX and you think of customer experience, you think of employee experience. If I make you go through three more steps to try to engage with content, or try to share that content externally, you're just making it harder on people. It comes down to the easier you make things on people, the more willing they are to actually interact and engage with it."

Peter Evans on building processes around purpose: "You don't deliver a culture by nice power points and great slides. You deliver a culture by understanding the 'why,' by everybody working together understanding the 'why' of what we're doing. And then, from that- developing a management system of how to achieve that on a day-to-day basis."

Xavier Rodriguez on the value of teamwork and communication: "You have to play your position. And I tell my team, 'I am not the best one, but I have people that are the best ones in the things that they do.' That's why we have success."

On the importance of culture when developing a Center of Excellence: "I don't think it's only related to Western Union, but what we learn is that when you start, you want to establish certain discipline and governance in order to maintain the integrity of data and the integrity the robots and how the robots are going to be working. So, based on the experience and also recommendations from the partners and consultants that help us learn RPA, that have been implementing RPA in companies, the recommendation was, to start as a center of excellence in a centralized model and eventually when you are scaling up they actually might consider to federate that."

Jorgen Lislerud on customer centricity: "All of us feel we are customer centric, but most of the people when I had the voting and people were submitting their question on the poll, I could see that everybody feels that majority of the people in the room felt that they are not spending enough resources, be it running people a time on customer centricity."

On the intricacies of the banking process: "Daily banking is about how you pick up a bank to open an account with, then how you go through the account opening process itself, as we call it Client Onboarding. But then, how you get a debit card, how you get a credit card. How you are able to make payments from your online account as well. That requires us, as a bank, to perform multiple steps internally. But also, with digital processes becoming more and more frequent, and again, daily banking is a process that almost every bank these days will offer you completely online as well."

Chuy Michel makes an important distinction when referring to shared services: "At the end of the day, it's partnering, just as we go on this cry of differences within Latin American culture and similarities, something that is universal and it's very applicable to shared services and global business services, is the notion of partnering. So, stop calling people service providers within shared services.Start calling them partners. Partnering in shared services closes the gap from a cultural perspective across Latin America."

Peter Cszuczka joins us to share: "We have very interesting discussions where the common points are that we have to measure the voice of our customer. If they are internal, it's still as important or even more important than with external ones. Listen to their feedback and go above and beyond to the level of service."

Katie Mochonochie on single processes and their relation to the big picture: "Lots of people say, 'Well, how are you going to measure success?' And in the end, it is a bit of a cliché, but it is about the business results. But, there are some key concepts, of which many are relevant in the world of process excellence. So, problem solving, teamwork, collaboration, seeing across the white space in organizational boundaries, which was always something that I was interested in, in a pure process. So, when people talk about end-to-end process, all sounds great, but lots of things drop down the cracks along the way. So, there are various exercises that encourage people to think beyond their own specific tasks or activities, the wider team to the wider organization. So, again it all fits very nicely with concept of flow and problem solving."