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Babs Hodge provides insight into BCP based on information first reported on March 25th. And JP Thomsen joins us to discuss Process Mining and how Celonis is helping. You can join JP by registering for Celosphere Live.

Craig Libby reflects on decades in Shared Services and how that history informs his current thinking. And JP Thomsen joins us to discuss hurdles customers are facing and how Celonis is helping. And you can join JP by registering for Celosphere Live.

Intel's Steven Remsen made the cross-country trip from Portland, OR to Orlando for OPEX Week. We caught up with him to discuss process mining. As a practitioner, he understands the three basic steps of process mining from the academic space: discovery, conformance, and enhancement. He demonstrates this point with one more fantastic story about how data won't work together if people can't.

Thanks to Celonis for sponsoring this podcast miniseries. This week, Part 2: Data Disintegration. In this episode, JP explains that "going digital" does not – on its own – guarantee an improved quality of decision making. Join JP live by registering for Celosphere Live through this link.

Uzair Rashid, with CVS Healthcare, explains the importance of structuring innovation. By leveraging technology in conjunction with traditional medical resources, the healthcare system can clean up the funnel of patients who are better served with these new innovations.

Thanks to Celonis for sponsoring their podcast miniseries. This week, Part 1: Disruptive Trends. In this episode, JP discusses current disruptive trends and how we've dealt with them in the past. Join JP live by registering for Celosphere Live through this link.

The entertaining Genworth Financial team joins us from OPEX Week 2020 to tell us their enterprise's transformation story—or journey, more accurately. Kathleen starts off by explaining her view of the company 15 years ago: "It was a very siloed organization. It was very much command and control; very hierarchical. We were focused very much on our processes, like manufacturing, because we came from GE." Sometimes, as Martijn is quick to interject, they were focusing on the wrong processes. Their new goal was to focus on the customer and increase associate empathy. The leadership team achieved this with some creative physical props that mimic certain hardships their clients experience. However, leading by fear negatively impacts the service a customer receives as well, so Genworth devised a new workforce strategy. "If you really truly believe that the customer is the most important person--because he or she pays your salary--then the front line employees are the most important people, and therefore, your team leaders are the most important leaders. Most people leave their leader. They don't leave the organization." The team details how they achieved this monumental task.

Joe Jordan joins us from OPEX Week in Orlando. As the director of operational excellence for Edward Jones, Joe sought inspiration from the hit TV show Shark Tank to give a platform to the innovative minds of Edward Jones. If anyone across the firm's workflow has an idea about how to transform their part of the business, they are given the opportunity to present it to the C-suite. If the idea ultimately increases Edward Jones's ROI, the C-suite signs of on funding the technology that bring the idea to fruition. It's an exciting opportunity for voices across the company to be heard and is a win/win for morale and profit. Over the last year, they've held about 15 of these Shark Tank sessions and have signed off on 100% of them. Joe explains exactly how the process works and provides a few simple yet powerful examples, from automatic signature verification to RPA processes. Finally, Joe explains what they look for in an employee with the acronym BLT: that is, business acumen, leadership, and technology. Ultimately, the firm's focus on a growth mindset across all verticals of the organization is what keeps Edward Jones as an industry leader.

Gerald Lackey, VP of Business Optimization and Agility at GAF, discusses their 18-month journey into their current transformation. Gerald is no stranger to enterprise transformations, having participated in a few himself, but he outlines a few unique strategies GAF is taking. For example, GAF is especially focused on business outcomes for their customers. That means that instead of creating a solution and selling it to customers, they are learning about the needs of their customers and creating solutions that fit those needs. Gerald describes this new strategy as a combination between the traditional top-down method and a social movement that involves everybody. Tapping into the entire workflow through internal social media is one strategy GAF employs to create a culture of customer centricity, inclusivity, and change. Gerald dives deep on other unique transformation strategies that meet people—internally and externally—where they are, instead of attempting to force change. Corporate stumbling blocks are more often than not a cause of "people problems." Gerald wraps up this discussion by explaining how GAF's agile approach helps navigate those problems effectively.

On this episode of "Tomorrow Today," Barbara Hodge discusses the power of continuous education. With the turn of the decade, Barbara decided to make some changes to her own learning path. She is fully open to, and expects, new insights from her new experience to spill over into the way she works. On an enterprise level, global corporations also expect talent to continuously peruse new avenues of education. Today's ever-evolving landscape requires it. Next, Barbara discusses avalanches—both literal and metaphorical—and what they teach us about decision making and risk taking. Ultimately, Barbara's point is this: if we're open to new ideas from anywhere and everywhere and tie those ideas back to what we're doing in our day-to-day, we benefit. Driving the conversation back to AI and technology, the lesson of the day is this: Diversity of thought prevents common pitfalls such as bias and instability.

Reka Mishra is the managing director of the transformation office for the SVB Financial Group. She lays out the basics of mergers and acquisitions before diving in on operational excellence. For M&A, it is imperative to have a target operating model in place. That model must consist of four key elements: people, process, technology, and data. Change management, communication, and HR must also be involved from the onset in order to best address the concerns of the employees. When M&A happens for the sake of digital transformation, it is especially critical that the enterprise is sensitive to the human element. Reka explains how to strike the right balance in order to make the transition as smooth as possible. Mergers and acquisitions aren't a one-and-done, and they must lead from the top. As Reka says, "It's absolutely critical to get all the executives aligned and in agreement because then you can have a very clear path forward, and then you know you're meeting everybody's expectation. And also it's helpful in them communicating to their employees what's happening at an organization-wide level. It's a consistent message. It's a consistent buy-in."

Adrian Terry, VP of GM Financial's OpEx function, discusses their unique approach to IT and RPA. Initially, IT had some processes they wanted to automate. From there, a pilot was developed. It soon became clear that the broader organization could benefit from similar processes, so GM onboarded their own RPA business automation talent. Now, IT and RPA have been conjoined. While each department still has their direct leadership, the "two headed monster" reports to a governance function. Next, Adrian details the execution and benefits of the pod model they've developed. After Adrian explains the structure, deployment, and communication aspects of the design, he talks scale. Finally, after briefly touching on some growing pains of the transformation, Adrian sums up the meticulous, thought-out execution of the pods and the future of the business. Adrian doesn't do anything unless he does it well.