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Courtesy of Fiserv's Niloofer (Darbary) Narendran, below is a transcript of her speaking session on 'Orchestrating Change: Key insights on driving successful global, multi-cultural transformation initiatives' to Build a Thriving Enterprise that took place at the Business Transformation & Operational Excellence Summit in Financial Services Live.
Orchestrating Change: Key insights on driving successful global, multi-cultural transformation initiatives
Have you ever noticed how a strong and successful principle conductor can orchestrate the right instrumentalists to create fantastic music? Similarly, the key to success for an organization in the midst of change is to have a strong organizational framework that can orchestrate a cohesive change far more successfully than if initiatives were driven individually.
Given today’s complex, global environment, many large organizations with well-intended strategies have been unsuccessful in their implementation. With individual entities working in silo’s driving their own charter, it is critical to have an overarching framework for ensuring that all the pieces fit together seamlessly.
Using real-life examples, the session “orchestrating change”, will focus on the framework to drive the strategic vision and maneuver an organization thru ambiguous periods of change to emerge successfully.
The session will focus on
And transformation, and I'm just, I'm talking about, the little for the Bari, who is the director of Transformation Management F Phi Serve. The little for has more than 21 years of proven expertise designing and executing on the strategic initiatives for global technology conglomerates.
Like Phi Serve, in the heel of packard working across Asia, Pacific, Europe, and the Americas. She has led multiple business, innovation, and transformation initiatives around mergers and acquisitions goto, Market Strategist, Customer Engagement Models, and Cost Optimization. She is also the Diversity and Inclusion Leader for her business unit.
If I serve a topic, she's very passionate about the looper. It's always a pleasure and a gift to have you here. Sherry, your expertise with this global audience that is so eager to hear from you.
Thanks so much, Josie. And it's always a pleasure to come back and speak to you.
So. I'm just going to play a quick clip for you to start off.
And, so, what was that?
Any takers? Was that noise?
Yes, that sounds like a whole lot of noise on this side. No little fair. We couldn't make any sense out of it.
Awesome. That's it.
That's exactly what I was intending josey, just say, I'm, for whatever reason, not able to move my slides forward after this. Let me try switching the salt. Let me see if it works now.
Can you see my screen there?
Yes, We can see your screen, and, and now we cannot. Now, it's stopped showing your screen. Now we can see it.
So, look for the source, PowerPoint file on your computer, sometimes it goes to the background, and then look at ways of advancing your slides on that PowerPoint.
Give me a second, I think I've frozen my laptop, Maybe, give me.
OK, Technology challenges.
Absolutely, take a look at, to see if you can see, in the background, a little effort, because sometimes a PowerPoint goes to the background.
If you have a B C, you can hit out and tab and hold out and tab and you should be able to see the applications and your background, and then the, choose your site cycle through and to find a PowerPoint.
It is their own presentation mode.
Um, yeah, and now see, if you can click on that. There you go. Your ear are good to go.
Awesome. Thank you, Jose and I might just have to do this again. But, what was interesting is I sort of wanted to intentionally pay a little bit of chaotic music, but the idea is, if you look at the music, it was nice, chaotic, I'm sure. Actually, ice by, I did a little spoiler in the beginning.
I showed, was not uncertain for you this time, but a lot of times, when you suddenly yours, crazy, music in the background, you get uncertain and confused, and you're wondering what's happening.
And now I do want to play another with a small, small audio, again. And hopefully, this timeline presentation works.
Again, give me a second, huh?
Great. And so, fuzzy I'm guessing you want to others.
Yes. And on that one is Saundra like classical music? Beautiful, classical music.
So I will have to go back and go the old fab give me a second.
So this, any guesses for whose music this was, and you can put it in the chat window, if you remember whose music was playing there?
But what this was is this was harmonized.
This music was, and again, I'm getting stuck with my screens. Pardon me?
Give me a second, I think my system seems to be hanging.
So this was harmonized, synchronized hessler co-ordinated.
And what I really like is this thing from David Abram, and he says, when you're playing some Phonic music, as you heard, Mozart's Music and I gave you the answer there, you are, listening to the full orchestral feeling the whole orchestra, thinking ahead. So you can prepare for change.
And in today's conversation and our topic of orchestrating change, I will talk about how you can be the principal conductor and orchestrate change within your organizations.
I'm so sorry, but it looks like there's something going on in the background of my computer and not allowing me to share.
I'll kick things off.
So, there was an interesting study done by the Bridge's Business Consulting group in 20 16. So that's not too far away, just five years back.
Where they had interviewed 144 leaders across 38 companies and 18 countries.
And what they found is, even if the organization had a very well formulated strategy, 67% of those organizations fail to achieve their outcomes, due to poor execution.
And in today's conversation, we will be talking about the strategic vision framework, and how you can use the strategic vision framework to enable you to be successful, in, especially when you're looking at large transformation topics.
We will also be looking at the full foundational pillars off of achieving a strategic vision. This is something that I've used and experienced across multiple initiatives that I've driven over the years, and then I want to talk to you about the big mistakes, especially the mistakes that I have none from, from my experience working on these type of the new sheets.
So let's start off with a little story. And this, as you can see on the left-hand side, is a little hot.
There's a family of six, and their mom and dad have a shared vision to move into this beautiful mansion on the right, and they're really working very hard every day to realize that vision and move up a level in terms of where they are today.
And now, it's a family of six, so you have two twins who are around eight years old. They enjoy playing in the forest.
And when mom and Dad tell them about the food in their new home and that they're still envisioning and that they would have separate rules, they're very excited and they bought into the vision, and they want to move towards helping out to achieve that vision.
Now they do have a teenage daughter. And the teenage daughter is in love with her neighbor.
And she has made it very clear to her parents that she has no way of signing up for this. And she will stay where she is currency. And she has no intention of moving. So she's not button at all.
Oh, what about grandma? So grandma also stays with the family.
And grandma really enjoys spending time with the kids and grandkids in this little hut.
Grant has not said anything.
But Sam Law is petrified about them all.
And her biggest concern and fear that she cannot speak out about is that she will be relegated to the floor the rest room, in dimension, And she will not be able to enjoy the company that she has with her kids and grandkids as she does today.
So, as you can see, the vision, you know who wanted to move. Enjoy mentioned visions. Great.
But each stakeholder in the family has a different perspective of this vision.
And let's move to the organizational context.
And I wanted to give you an example of a project that one of the initiatives that we were leading, where our focus was to look at, how do we take our product, downmarket. Because there was a huge customer base that we were not tapping into with the current price point.
So, we worked on a lot of topics to look at how do we bring down the cost, and then we went all excited to change the workforce.
End of cause.
The first question that we got back after the training was, am I going to lose my job?
And you do understand, and we all understand, how important job security is.
And for this individual, they did not understand the growth story, because we hadn't communicated it well enough.
And we haven't bought that buy in from, at the grassroots level, but the deeper, more fearful about losing their jobs as against moving to this new model that would actually bring growth because this was definitely not, our workforce reduction initiated. It was the growth in the cheetah.
So we'll talk about the Strategy, Vision, Framework, and how the Strategic Vision Framework can help you get that organizational buy in.
As you're moving forward, looking at driving strategy can initiate them.
What I really like about the strategic vision framework, and it's not no rocket science.
But the beauty of it is, when you look at strategy and execution together, that's when you're able to drive the outcomes that you're working towards.
Also, in terms of the framework, how this works is you first look at what does your strategy drive a vision?
And you articulate your objective in terms of your vision.
Initially when you start your initiator, you then want to align it to your organizational vision.
So, how does this, all work that I'm doing, how does it make a difference at the organizational level?
The next part that you want to do is look at what are the different division elements.
So, what are the elements in this vision that we need to start focusing on? What are the big pieces of work?
Those elements become your work streams. The work streams then work on their own goals and their own high level deliverables and then you bring this all together into an integrated plan of record. And if you remember Mozart Symphony, that's exactly what we're trying to do here. Right?
We're becoming principal conductors orchestrating the change.
So, actually, before I come to this example, I want to ask you all a question. How many of you are familiar with your organizational vision?
You can put it in the chat window again, and I'm gonna look at the chat after I speak.
And even if you know your organization vision, how many of you are aware of your business units, vision, and what your business unit is trying to drive towards. And it's so important that these vision statements are not just lofty statements that are put off on a town hall on maybe on a billboard at work. But they're actually becoming a reality, and you're making it a reality within the workforce.
So, in this example, and it's a hypothetical example, because I cannot share my own internal strategy documents with you, But I come from ... now, and I'll take If you think of the face of vision, It is our aspiration, is to move money and information in the way that moves the world.
And our strategy driver vision, in this case, in this example, would be, how do we become a fully integrated payments provider of choice globally?
And that is feeding into our overarching vision as the organization, as you can see. Yup.
So now we look at this statement, and we say, OK, how do we break this down further?
And what do we need to do?
So I see three big topics. one is global. We want to become our provider of choice globally.
So let's talk about global.
When we start thinking about global, which geographies do we want to operate in?
And once you look at the geographies, which countries within those geographies would you want to operate in?
So you look at, what are the geographies? And those become your work streams. Part of your work streams.
You then started looking at, I'm looking at the vision again, and it says, payments provider of choice.
So, when we say, payments provider of choice, what does that mean, and what type of products do we want to look at?
Now, if we had done this in a silo, and there are a lot in large organizations, even in small organizations is what I've found is, each functional unit is so siloed sometimes that they're not communicating with each other. So if you had done this in a silo, you'd probably pick up the latest technology and then you wonder, well, fun and the most fancy, you know, products that are selling. Maybe you read a report and you know, you'll want to move to a new way of doing things.
But the question is, how relevant is that in the geographies that you have defined?
And how relevant is it for those markets?
And so therefore, you wanted to look at becoming a payments provider of choice in the geographies that you're operating in and then selecting the product based on that.
The last one that I see is critical in this vision statement is becoming fully integrated.
And when we think of fully integrated, again, you'd ask the question with what do we want to integrate? So when we're talking about integration, why are we integrating it?
Now in fai Service example, we have a huge product portfolio.
So we would have to prioritize which products we want to integrate with with which job in which geographies. So we'd have to do that analysis.
You'd also want to think of external integrations. There's a whole world out there, Right.
So which products would we want to integrate with? And that becomes your third, you know, your the rest of your work streams.
And now once you have defined the work streams, you start looking at the work streams leading, how they would define what they need to do to achieve that vision and goal. So, for example, the geographies might start looking at or regions and feel military ... regions, They'd start looking at countries, They started looking at organic versus inorganic brought. They might look at partnerships.
So, each of the work students has now started defining their goals and their objectives. They're also starting to list out their high level milestones. And when I think of milestones, I don't think of milestones on a project like a typical project plan. But, I'm thinking big chunks of effort and deliverables that will make a difference for each of these work streams.
Then, all this gets pulled into an integrated plan of Recon, and is managed by a central team that is driving the entire organization towards achieving this common vision.
So, that's the role that the principal orchestrator of the principal conductor will play as part of making the strategy together.
What I also like is, a lot of times, we're not act. We're not working Unstrap and Chick initiate those that are at the highest level of the organization, or even one level below, but you're working on a specific topic.
And what I like to do is, if you are able to drill down that vision statement from your organization's vision to your strategic, initiate a vision, it helps bring everyone on board and helps folks understand how they are contributing as a part of their day-to-day activities towards achieving that larger organizational vision.
So let's move on to the three foundational pillars for execution.
I'm going to do a time check, because I know last time I ran over.
So, all the three pillars, the way I see it based on experiences, if you want to be successful, the three main things you need to focus on when you're driving a strategic initiative forward is to maintain focus. And that is critical.
And ensure everyone's aligned to that common vision, to look at different governance models. And there is no one size fits all.
You need to think of governance models, different thing, depending on the situation, and we'll talk about that.
then, to look at culture and communication. And how do we all work with the teams around these topics, as well.
So, if you look at maintaining focus, I wanted to give you an example of the work that we did recently with when I spoke about bringing that brought up down market, And we were looking at in reducing the cost of implementations by half.
So, the way we did it is, we did a baseline study of what the real costs were, and that was challenging enough.
Then, once we defined what the real costs were, we also then went back to our sponsor and clearly articulated with him what the target was. So we tried to understand what was he trying to achieve, what that price point would look like.
And then based on that, we built a very clear vision statement of how much reduction we would want, and where we were today, and where we need to be.
And we communicated this vision across the teams and the work streams, and the folks that were doing the work, so that everyone was working towards a very specific goal from the one.
Let's talk about the governance module.
So in terms of the governance model, like I said, there is no one size fits all. And you need to look at the complexity of the initiative. You need to think of the dynamics in your organization.
You've got to look at the culture and the situation that you're in at that point in time to define what the right governance model would look like.
So these are three different examples.
one example is where we were moving from a publicly listed entity and merging into a back office with a back office of an IT conglomerate.
Now, in this case, we were the first company to delist from our Local Stock Exchange.
And in this module, we looked at it as a module of equals. So we had seen the Box model.
So we had two participants in each work stream with equal representation from both the companies.
And then we had a global touchpoint that was helping the team aligned to the corporate vision, as well as resolve any escalations that might have occurred because of two different entities that were coming together.
Let's look at another example, So, we're talking about another very large corporate initiative that was run globally where we were trying to move from a localized delivery model into a global delivery model, whether it was consolidation of data centers, looking at our consulting teams, and how we wanted to change the modulus, It was a huge effort.
Now, in this case, this was driven by the business units and the corporate office, and they laid out the strategy.
And then we had regional leaders in every geography.
And the regional leader and leaders were accountable for translating that organizational vision and the vision for each of those work streams that were working at the corporate level to translate it to make it relevant for the region and apply it to those regions. And that's how the model works.
Third, maudie, we were looking at driving innovation through the centers of excellence.
Now, here, we had different centers across the globe that we're trying to work together and become a cohesive unit, and also move the level of mature archi as an organization.
So we had technology focused centers of excellence, and we had business process focused centers of excellence. And these were all virtual teams.
And we had a centralized budget, and we had centralized oversight.
But each of the centers of excellence drove their own agenda, and used the budget appropriately to move to that next level of maturity.
So these are very different models, as you can see, relevant for different situations, relevant for the initiative and the complexity that the new sheet and brought with it.
So, the next one is to look at culture.
I think culture is an absolutely fascinating topic for me, at least, overall.
And this is an example where when we did the merger, as I spoke to you about with the publicly listed company was D listing. And then we were merging with the back office entity.
We had an excellent consultant that came in to do management of change workshop.
I'll wish we attributed different behavior patterns to the different teams or to the two organizations, and what came out was very interesting.
one of the teams came out as rugby or football if you're in US players and this was because they were rough go getters.
You've got to meet your numbers, you know, you've got to be as aggressive as you can, just go in a cheat and that was the, that was the essence of the company at that point in time.
Then, if you look at the other entity, oh, we had a very sophisticated Team, they associated then behaviors associated with ... and they were back office entity working on high-end technology.
Very process focused, a lot of global engagement with the corporate office.
So, they saw themselves as extremely sophisticated, and, as you can see, extremely different working styles tend to come together and much together as one.
Now, in this case, what was interesting is that, since the company was moving two more awful back office setup, they didn't want to lose what they had. But the management made a concerted effort to help take the teams to a new cultural dimension and new behaviors that they want to look at. So, we actually ended up merging the two cultures and coming up with a new culture that was relevant to the organization.
Another thing is about communication.
And I think if you've heard the three C's of communication, they're basically communicate, communicate, communicate, and I cannot stress enough how important communication is for managing upwards and managing downwards.
I want to give you a real life example, in terms of communication, And I want to touch upon one aspect of communication. that I think we usually miss out, especially when you're working with a large global workforce.
So to the left is the car that I grew up in, and as you can see, this was the car that I could afford.
It was a little fiat. It was blue, not pink. But anyway, and then I got the opportunity to move to Palo Alto and work at the HP headquarters at a very young age service. Really privileged and I really thank all my mentors, made it happen.
And I had not driven much in and yet on that. that was my dad's car.
Ah, I took two driving lessons and then I decided to rent a car, as I looked something like that on the right. And then as I was driving, I see that this happened.
And I said, oh, no, I gotta go and check it. So I got off the car and I tried to shut it, but it just one shot.
So there were two folks, Stanford University grads, who drove up and they stopped the car, and they said, Can we help?
And I said, Yes, my duckie one shot.
And so they look at me, and they say, I'm sorry, can we help?
And I said, yeah, my dicky won't shut.
And they looked at me like I was this crazy woman who was up to no good. And they decided that the best thing they could do was to drive away.
And if you go into the Close English dictionary, you will realize that the Dickey isn't influenced compartment of a car for holding luggage and usually have them.
And that's what I was talking about.
Obviously, I did not do a good job off articulating my requirements effectively, and they thought the best thing they could do, was walk away from the situation.
And I don't blame them for that, I'd probably do that myself.
Now let's look at it in the organizational context.
one of the initiatives I was working on was to look at moving a large back office, are a moderately large back office operation to the India Center and from one of our, from the European region.
And when the new management came on board, one of the first things that they wanted to do is move the work back doing Neosho sector. That was twice as expensive as what we were doing in India.
And the reason they gave us was that we don't understand each other.
So I see this happen. A lot in the corporate world are usually, you start working with global teams. And there's a lot of frustration that builds up. Because then that's attributed to poor performance or quality when the truth might be. And this is what I want you to do next time.
Think of the Dickie joke.
And ask yourself: have I've done a good job of communicating my requirements to them in a way that they understand it? And they're able to deliver on it?
Because I think a lot of times while we're speaking the same language or we think we're speaking the same language, you might end up, like the Dickey. So think about that next time.
The next thing I want to talk about is the big mistakes.
And there are few mistakes that I have made personally over the course of the years.
one of them is a one man band.
And a lot of times what Cockpits think, oh, a good idea is to get behind closed doors.
Have three of the smartest people in the room maybe hire a consulting firm and look at and watches that big vision that they want to move towards, and try and make it happen.
And what they forget is that the real subject matter experts are the people who are actually doing the work, not understand the uniqueness of your organization and not able to help you deliver on that vision.
So excluding that team in terms of even designing though the structure of the work that needs to happen to achieve a certain outcome, you are losing out on all that expertise that you have in the house.
And similar to the one man band, You can only be so good.
And I'm sure this individually is extremely talented, and you'd be wowed by his individual performance.
But think about, again, think about Mozart's, symphony, Orchestra, music that we just played.
And think about how different that would be if you had everyone in the organization or the right subject matters in the organization involved.
The second one that I like to talk about is singular focus.
And, in terms of singular focus, this is, you know, this is a good learning for me, We were driving really large our initiative. And, unfortunately, that, and make sure you don't was a W F R.
Or, a Workforce Reduction Initiative will be removing a whole huge layer of middle managers to look at, how do we reduce cost across the organization.
And, in this case, we were so focused on the layoffs and what needed to be done there that we forgot about re skilling the workforce because it was a huge change. Are you a different model that folks were expected to operate in?
We did not look at rescaling. We did not record the operating model.
We didn't actually fit the technology and the business processes that have to change to accommodate this. And I'll see, you know, that it wasn't that we didn't think about these things at one point in time. We just didn't have bandwidth to adopt it.
And what happens is, so we were extremely successful with the WF far in the cost reduction aspect, but we lost out on a lot of the other aspects as a part of the initiative that we were trying to drive. And this example, again, think about this violinist, and again, I'm sure he's an excellent performa and he's done a fantastic job.
But again, think about Mozart's symphony, and think about how beautiful it would have been if everyone was playing together and you were orchestrating the change across all those different work streams.
Another one is rewarding bad behavior, and I love this visual.
A lot of times, we have a focused vision. We're getting all this stuff done. And what we forget is the workforce and the team that we need to bring along. And, how can we look at changing the behavior of these individuals to be able to move towards this new model that we're building our, or the model that is required to be successful.
Let's take an example, again, where we were used to a T and M model, which, for one of our products, which is time and materials, so you would, the more you build the customer, the better it does, right? The better, the more revenue you get into the organization.
So, we were rewarding individuals to be utilized fully to be able to build their hours fully.
Now, in this case, we decided to move to a fixed price module going forward.
And in the fixed price model, the idea is, you've got to do less work and be more efficient. So you want to achieve the same outcome or deliverable by doing less work because or putting in less ours, because then you're improving your cost base.
And, of course, in this case, the folks were so used to the fact that they would be rewarded when they put in more Rs.
That was a huge effort to shift that model. And a lot of times, you can shift the behaviors by changing the matrix. And that's critical if we have looked at a different metric as against utilization.
That would have worked, and it's so critical to bring the organization along to think of how are we going to change the behaviors that are required to achieve success.
Last one I want to talk about is, who are sponsorship.
And I just realized I don't want to spend some time on the Q&A, so I'm going to wrap this up quickly.
But, in terms of poor sponsorship, we had, you know, I keep saying this: if you give me pennies, this is what you get.
I've heard a lot of street bands. They are fantastic. But again, think of Mozart Symphony.
I think about the outcome that you can achieve. And again, the question to go back to your sponsor and ask them is: Do you want us to be a strict ban?
on Do you want me to the Mozart symphony?
And both are fine, but it's not just monetary support that we're looking for. We're also looking for time and effort that the sponsor puts into these initiatives, as well as the larger organization.
I want to end by leaving you with this quote, that is one of my favorite quotes. It says, It's not the strongest of species that survives or the most intelligent but the one that's most responsive to change.
You as the principal Orchestrator.
The principal conductor are the one that can rally your teams and take your organization and move your organization to that place and help with the change.
Thanks so much, Waze. I'm gonna open it up.
Oh, fantastic. From the Louvre, you can just hit the button that stops you, scream. Perfect.
And the grading sites, you know, it's fascinating because you are leading transformation in an organization that from the outside looking in specialists from other financial services companies, they look if I serve as kind of a leading organization in terms of change and in terms of accelerating innovation, to a large extent. So, um, and, and, and here you are and you're sharing, you know, the good, the bad and the ugly of what's, what it looks like for, inside of it. Just phenomenal. You know the old saying that culture eats strategy for breakfast.
Everything else is just a side dish. And so, I'm curious, one of the comments there are a lot of comments that happened during your presentation and one of the comments were around the lack of courage in organizations at all levels, from Laura levels to the highest level in the organization.
That, the reason that some strategies don't die, they just die, They die a slow death is, because there is a lack of courage to kill the strategies, you just say it's not working, or we don't even know what's going on, let's kill it, and nobody does it, so you kinda just kind of ignore it, and you start talking about something else, and you'll never really addressed what happened with, that, with that strategy to die a slow death. I'm just curious, you're dealing with a lot of change, a lot of transformation.
Do you think that there is a lack of courage in organizations in general?
What a great question. So, I think that break it up into different sort of boxes.
If you asked me, is the lack of courage, I think if you want a strategy to be successful, one is, have you put in, are you willing to take the risk.
All right, that's the big question, and you need that strong leaders that have that vision, Because all said and done, even with jilin, sort of, you know, where we're going today with a changing while, you still need a very clear vision and path of where you wanna go.
And that's what the leaders bring in.
And, are they courageous enough to look at a strong vision that will move the needle? That's, you know, that's what we need to ask ourselves.
Second is, in terms of execution, one is, you might have a great vision, but are you sponsoring that vision, like I said?
Are you willing to invest, and are you willing to invest your time? Are you willing to invest the organization's time? So, how serious are you about the vision?
Is it, again, are you really? And that's where the carriage goes, right? It's when the rubber hits the road. I was telling my team, when I started the D&I work, then let's see if we get a budget for D&I, because that's where the rubber hits the road. I want to know if my management is committed to making a change in terms of diversity and inclusion, and they work. And I was very pleasantly surprised when we got a good budget.
So that's, that's the, and we got people to do the work. So, the question is, is the management team sponsoring it?
And that's where you will see whether that, you know, your leaders are courageous.
The rest of it sometimes it falls to the wayside because there's not enough communication, there's not enough sponsorship.
You know, the environment changes very frequently, and sometimes the vision is lost, but I think it really takes a strong leader to really make this successful and then a strong principal conductor to make it real to make that vision real.
Does that help posey?
Yes. No, absolutely, Joseph, Lackey makes a commentary and his comment is that he believes the communications across international communications. I've actually suffered as a result of covert 19, where you know, people in the US specifically, he's speaking this case. A view international office work as possibly obstructive are not efficient for what they're doing as the one commentary probably from his set of experiences. If I go a little bit broader than what he related to ask about, How do you think that communication is a key item that you identify in your free pillars for successful transformation?
Um, how do you see the impact of covert 19 on our ability to communicate?
So I'm not sure. I'm sure it's an individually experience.
And I don't know that I have seen similar disengagement internationally, working with international teams. I work from home most of my career and have been able to grow as well, working from home. So for me, it was not new.
For a lot of people, it was new.
And it was a big change. And a big shift and covitz, a perfect example of management of change and how we had to accelerate.
And everyone had to step it up but and move and change behaviors as well.
But all over all again, I think a lot of lack of communication is when you're not able to understand what is driving the behaviors. What is driving the outcomes? And what the real asks are?
I personally, Hosea and Josie, I know you know that we had a call with task force that we formed globally that were just individuals' strangers coming together during colvin to look at an enzyme deficiency.
And how we could make the difference in the world in terms of awareness of that deficiency and how it impacts forward.
And we, some of us didn't even speak English, and it was fantastic, and phenomenal and we all got together and made a difference. So, I almost feel cool, It brought us together.
I, I don't see, or I haven't seen those, sort of opposite effect of it.
And it might be something else that's going on that might have made the individual feel the way they felt.
We are just about over time, But I have to ask a very quick question, if you can, with just a quick insight related to technology.
Your, your company has been noted as doing a good job of implementing new technologies, and advancing technology is disrupting some areas. What do you see as a success ingredient, if you will, on how do you identify the right technologists that create value and implement them? How do you go about that?
See, as the thing, there are lots of buzzwords, right? And these things keep coming up throughout, right. And there was, initially, there was, I think, distributed architecture, and I'm not a technologist.
So pardon me, my husband is, so I learned from him. But you know, you move to a saw based architecture a few years back, Now, we're all talking about microservices based architecture and how do we need to look at it from that perspective.
And, again, the question is, what does your organization need?
What does your product need, and how relevant is it for you in that perspective.
So when you are looking at technology as well, and all the buzzwords, including a lot, is going on around automation, to, the question is, what are we trying to achieve? What business outcome are we trying to achieve?
We are not, you know, a lot of times, we are technology driven, We've got to look at the business outcome that we're trying to achieve, and does that technology make a difference towards achieving that outcome?
And when you look at that perspective, you will automatically be able to look at the right technology.
And my mind, that Health was A The little for, it's always a pleasure to hear from you, and your perspectives, and energy, and insights on this topics. So thank you so much for taking the time to share that expertise for our global audience today.
Sure, thanks so much, Josie, and I really enjoy these sessions. So glad to be back.
Thank you, ladies and gentlemen. Lou further Bari sharing her expertise on our castrating change. So, thank you again. Now, I'm gonna wrap up here and talk about what's coming up. tomorrow. We have, they chew field with cross industry leaders talking about financial services, excellence, innovation, culture, business, and digital transformation. Tomorrow, we're going to kick off with Jennifer Rogers, who was the former head of learning, Anglo, American, responsible for leading a major implementation of technology for specifically impacting learning and development. She's gonna talk about accelerating people potential in an era of change.
After Jennifer, we are going to welcome Frank Van ..., who is a leader for data analytics, rabobank. And the Frank is going to talk about the value of information in the world of big data, data scientists, and data management, where that has become the new normal. What is, it's time now to actually value information, and what is achieved with that information? So he's going to talk about the actual intelligence behind the data that we're collecting today. After that, we have a multiple presenter in different conferences for us. And the Business Transformation Operational Excellence Summit, coming from Toronto, Canada. one of the world leaders in artificial intelligence and data analytics.
He's from thou Bill Long, is going to be talking about artificially artificial intelligence powered, digital transformation.
They will always brings tremendous benchmarks for us about what's going on in the world of artificial intelligence, on a global basis and very detailed information about the technologies there are creating value. and the stuff that is just hype at this moment.
So a very practical feel of artificial intelligence at scale and we're going to finish the day tomorrow with the Chief Information Officer and Chief Technology Officer for PTC in the financial services.
Ashish and Egon is going to talk to us about Financial Services Excellence, Innovation, and Transformation, and how technologists have Improved and disrupted financial services globally. So very much looking forward to this wonderful presenters, thank you so much for everybody who contributed. today. We have over 1100 registered participants.
For those of you who are here, live, Avaaz, it's awesome to have your questions and feedback throughout the day. For those of you who are watching after the conference is completed, and you're watching your videos, summaries of each one of the sessions.
It's great that you took the time to be here with us, learn from this real experts. If you, I'm going to be posting an update on today's proceedings on LinkedIn.
You can look under my profile and the business transformation, an X The Beatles financial services, live conferences, one of the postings that I have there under the policy, you can access all of our presenters. You are going to have a direct link for each one of them.
You can also see updates and comments that the participants and the presenters are making. So, if you have questions. If you want to say thanks to our sponsors for making this happen on a global basis, and no cost to you, that is the place to do it. So engage in the discussion there, we appreciate you engaging with us, liking, and sharing your comments under our discussion on LinkedIn.
So I look forward to seeing you tomorrow, and wherever you are in the world, have a good rest of your day, and I'll see you tomorrow back at the same channel. Thank you for now.
Niloofer (Darbary) Narendran,
Director, Transformation Management,
Niloofer Darbary, Director, Transformation Management at Fiserv Inc., is a seasoned professional, with more than 20 years of proven expertise driving strategic initiatives with significant top-line and bottom-line impact for global technology conglomerates.
Since joining Fiserv in 2016, she has lead multiple business innovation and transformation initiatives, around go-to-market strategies, improving customer experiences, and cost optimization.
Prior to joining Fiserv Inc, she was the transformation lead at Hewlett Packard Enterprise, and was involved in the design and execution of mergers & acquisitions, organization transformation and globaldelivery initiatives.
Her strengths include her ability to collaborate effectively and influence change, driving strategic prioritiesat the CXO level, as well as designing and executing on the framework to drive the change. She has aninnate understanding of diverse cultures, working across Asia Pacific, Europe, and Americas.
She has been invited to speak at the prestigious PMI National Conference in India in 2010 and the SPPR conference in Slovakia in May 2015. Niloofer is also one of the founding members of a global G6PDD-COVID-19 taskforce, focused on creating more awareness of an x-chromosome linked genetic mutation, that affects approximately 500 million individuals worldwide, and its role during the current pandemic.
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