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Camilo De La Vega lays out Lego's philosophy of Continuoius Improvement: "One of them would be stressing the benefits of the change. We had to spend more time looking at different tools, and working with processes, and doing some other stuff that we might not have time to do right now. So stressing the benefits and saying "okay, if we do this, we could get that" and actually seeing those benefits in the wall, printed there, is one of the things to help us implement. Empowering them to do things instead of just cascading the information to make them able to make decisions and getting to some conclusions by themselves.

Technicolor's Xavier Rodriguez shares his experience in successfully creating opportunity for yourself and your team: "Yeah, I like to be the best one, but also, I have learned that my team has to be the best one. So I work pretty closely with the people. Because, at one point, someone gave me the opportunity to keep growing. So, now that I have the opportunity being director, I want to provide the same to my teams."

Chuy Michel's take on how shared services enhance business relationships through globalization: "Globalization means, not only that we have instant access to any type of information or news around the world, but also based on the fact that more and more companies are diversifying. Many companies are placing shared service center in almost every single city in Latin America.So at one point in time, different cultures are becoming service providers or service receivers, so there is an increasing number of business relationships that did not exist before."

Sharath Gopinath of Bacradi joins us the importance of service tied to user experience: "Productivity and accuracy are correlated. If the users are not happy, you’re not getting the work done right, there’s high chances that the first point of failure is there. If that doesn’t happen, there’s no accuracy. So, if that is great, then you enable systems to be accurate, things work. So, for me again it comes back to the human touch which is user experience."

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.

Edward Blackman joins us and takes us through the evolution of communication: "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."

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."

From Akzo Nobel, Rob Bradford joins us and shares that "we wanted to create cross-functional centers. So we said we're not going to functionally align so we're not going to have an HR shared service center and a finance shared service center. We're going to be end to end. And so with that comes a whole lot of other requests and accountabilities. So you've got to make sure that the functional leads in the company understand that and that they can share accountability across these end-to-ends." And once the enterprise was set, it was set for success.

On realizing the respective strengths and weaknesses of carbon-based and digital colleagues Maria Salvatore "So actually having worked with humans doing the same thing again and again in 20 different flavors and occasionally making some big mistakes, we think like, you know what? Maybe the machine is a way more reliable in certain respects."