B2BiQ

Sharath Gopinath on measuring user experience and how to optimize it: "The more precise and focused you are on measuring your benefits rather than just crunching numbers and having multiple KPIs, you’re going to lose people’s attention. They will get confused; they don’t know what they’re trying to follow. So, you try to be focused. What was your objective? Your strategy, your objective, your execution and then the results. And how do you measure the results; you keep it focused. Our objective was, keep the users happy. Are they happy? Is there a measure for that? Then there you go."

Siemens, Tobias Unger on Confidence Bias: "Well, on a proof of concept basis, we have done a lot with, chatbots that can help you get information out of information at Siemens. So, basically, simple use cases, like, "Okay, where is my invoice?" The question, "Where is my invoice?", for a company like Siemens, implies that you know which documents you are talking about, because you could end up in any of our 53 URP systems, so there has to be some intelligence in the process on the side of this bot. You first have to find out, which document are you are talking about, and where do I have to go, in order to find it? This implies that you have a structured conversation. I' really going on a development level, that means that you have to think the conversation very well through, because you have to structure it in a way that bot always gets ... that the user somehow is also guided. It's not that you can expect any information from the person that is requesting the information, but you really have to try to guide this person to the point that you're actionable. And this requires a lot of nudging in the process, while you chat protocol, in order to really ensure that the bot doesn't come to a point where it just doesn't know what to do next."

Howard Blackith lays out the transformation process in improving patient care. "You have to build levers to make change. And if you're talking about change across the health system, you're talking about change across a very large number of elements with a lot of stakeholders. It's about ultimately liberating an awful lot of cash in the system to put towards front-line patient care, so everybody gets why we're doing it. But nevertheless, everybody's got their own view on life, they've got their own pressures. So we want to make kind of large-scale change, you have to find the thing that appeals to the vast majority and then find the right levers to do it."

Yamir Lopez on Change Management Methodoligies: "It starts with the strategy. That's why I combine everything. There's a vision, a purpose of what I'm doing this, but not only what I'm doing. It's why I'm doing what I'm doing, and it all connects. Your customer perspective, financial perspective, everything is in the strategy, but then as we get into the people side, that's where we define and decide what are the gaps we have, anything from skill set to do you believe in your manager or how often do you talk to your manager or do you feel appreciated in this organization, so those are key questions aligned to the strategy of the company, but also doing focus groups, having people engaged and involved, accountable of their own journey. Okay, so what do you mean by this, and so posing then to bring ideas, brainstorming on what things can we do to help or to boost engagement."

Deutche Telekom's Sebastian Zeiss joins us and shares how AI can help inter-departmental processes:

We actually start noticing the moment we're doing more and more, I would call it hybrid solutions, because in the beginning IT was really closed off. They wouldn't let us talk to the actual developers. Now, we're actually talking to the developers, and sometimes, you know, "why the heck did you build a bot for this? We have an API. Why don't you just use it?" That's really good stuff because it increases stability, it makes us more efficient, and the IT guys are not afraid anymore, which is the benefit. They'd say we don't have an API, of course, why don't you use a bot? But if we have one, please, please, use the API. So, in that sense, I would say that having internal competition to our IT, really was beneficial for the company because it really made everyone rethink how to approach things.

Marie Helene of Air France joins us and gives meaningful insight into the complexity and intricacy of the airlines process:

"In an airline you have two major indicators of success. One is about customer satisfaction and we are using the Net Promoters Score. The other one is about operational excellence and it is punctuality, basically. Punctuality is something quite difficult to achieve because there are lots of different actors that contribute to having a plane depart on time. You should really be at the gate before departure hour minus twenty minutes. Otherwise it might not be possible really to let you in. Okay. Why is that? It's each of the actors along the line have specific targets to meet. If one delays the whole process by let's say two minutes, it may not sound like a lot, but of course the plane may be delayed a lot more because it has missed its slot." 

From Whirlpool, Edward Blackman joins us and shares; "The conversation used to be, 'I'm from corporate, and I'm here to help,' It's an instant turnoff if you show up in the hospitals and the clinics; they can tend not to like that very much. You use that same approach anywhere else. Of course, it's kind of doomed, but if you show up in a clinic and you have a conversation with a physician and ask them, 'What are your struggles? What would you like to go away, what's working well for you? What does better look like for you?' It turns out, they're going to highlight a whole bunch of things that actually do line up with a strategy. That starter, it makes a huge difference."

Fabrice Etcheverry joins us and takes us through how GBS is set at Solvay. They call it "Solvay Business Services. Which is a platform that we group in the center of expertise. All the transactional and administrative activities for which the GBUs, global business units have no added value to perform. They rely on this platform, this internal platform."

Terry Jones joins us and shares the lessons learned throughout his career which began as a travel agent, "I spent 20 years at American Airlines ending as CIO. Then I started Travelocity.com inside of American Airlines, was COO there for six years, took the company public for $1.2 billion. When the company was taken private I left. I became a board member and a speaker and venture capitalist and helped start Kayak.com where I served as chairman for eight years until we sold it to Priceline for $1.8 billion dollars. I've served on 13 public and private boards and recently, the last four years, I've had an AI startup."