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November 04, 2021

Customer Experience Excellence Live - SPEAKER SPOTLIGHT: CX- The Last True Differentiator

Courtesy of Signavio's Brandon Gerig, below is a transcript of his speaking session on 'CX- The Last True Differentiator' to Build a Thriving Enterprise that took place at the Customer Experience Excellence Virtual Conference.

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Session Information:

CX- The Last True Differentiator

  • Strength of ‘Why’
  • The Disruptive Imperative
  • Customer Focus as a Market Differentiator
  • Customer Journeys
  • Process Mining

Session Transcript:

Welcome, Brandon.

Yeah, great.

Brandon is the Director of Customer Success North America at ..., and he'll be presenting, Unleash the Power of Collaborative Process Management.

Brandon is the North, as we said is the North American Director of Customer Success for SAP's newly acquired business process intelligence product lineup is an Air Force Veteran.

Significant apply in the process design, continuous improvement, and customer service. Today he will be talking to us about how vitally important customer experience is in today's landscape.

Brian, take it away.

Thanks, Jim. I appreciate the introduction.

So, uh, I'd first like to thank everybody for taking the time out of their day, to be here with me and to listen to, to what I have to say. I promise to try to make it as engaging as possible. My wife last night, actually mentioned how the title of my presentation sounds a bit like Star Wars, so if I can be, half is entertaining is that I'll call it a success.

I wanted to start with a little bit of background about myself, so that you could kind of understand the, the dedication that I have to customers. So, as I was going through my bachelor's program, while I was in the Air Force, I learned about now jewess, inspiration. And it's where you take one industry, and you learn from it in ways that you can draw parallels to your own industry. The case study that I had read about was an emergency room where the staff was really unsatisfied with their patient care.

They could not seem to get it right there. They're waiting times, were really long, Their patient care was poor.

And so, one of the directors in the in the Emergency Department decided to take them all to a NASCAR pit crew, which is completely outside of the realm of medicine, but in that experience, they learned the value of individual roles being very specified, and those people knowing how to do the same job over and over with extreme competence, efficiency, and effectiveness.

They brought all of those learnings back to the emergency room, and we're able to massively improve their quality of care.

And when I was reading through this case study, I thought to myself, gosh, I wish I could be involved in something so cool is, is to learn by, you know, by this analogous inspiration.

And as I was building out this presentation and determining what I wanted to talk to everybody about, I realized that I had actually lived this by proxy.

Brandon Gerig.Starting off in the Air Force is a really young kid, really, I worked avionics on Nuclear Bomber's, a fancy way of saying, radios and navigation systems.

But our sole focus was to make sure that our air crews were safe, that all of their systems worked effectively appropriately and that they were able to conduct their missions and get home safely.

As I transitioned out of the military, I found myself in roles that were ever focused on customers, whether it be internal or external. And I brought that same dedication to how I viewed our customers. They are integral to the success of our business.

So, today, I want to talk to you about how I believe the customer experience is the last true differentiator in the marketplace now.

When I say that, before we go into the agenda, I want to propose to you that if you find a product regardless of what it is because of the advancement of technology and the opening of the world, you can find a like product with the same quality at the same price point somewhere.

You know, you could be in Qatar and order from Kansas.

You could be in Kansas in order from Canada, you are no longer restricted by the boundaries of your community for products and services because you can go anywhere in though the world too to buy or purchase your product.

With that, your experience that you give to a customer is the last way that you truly have to make a mark on why your business, why your service, why your product, is special, and that's what I want to talk to you about today.

So, we're going to go over the strength of why, the disruptive imperative customer focus is a market differentiator, talk about some customer journeys, process mining, and then go through key takeaways.

So with that, let's get started.

There's a business speaker who I learned of long ago by the name of Simon Sinek. And the first video I ever watched of his was called Start with Why.

And in that, he proposes that there are three concentric circles in business and that is what a business does, how the business does it and why the business operates.

He talks about how Apple has been so widely successful. Not because their product is necessarily better than other computer manufacturers or phone manufacturers.

It is The way they, they express themselves to their customers, is why their product is important to your life.

Why your life will be better, with their product, instead of talking about how they can make phone calls.

Because other phones make phone calls.

The first time I watched it, I remember finding myself, just in awe, at the simplicity of that, that paradigm shift, looking at why your business matters.

So, with that, I have a couple of questions, and I think that it's important that you be able to answer these questions about your business, for your customers.

Why does your company exist?

Again, whether you're making something or providing a service, you should be able to articulate why your company exists for customers. Why is it important in the world?

Btog CTAWhy should customers pick you?

You have competitors, we all have competitors.

Why should they pick you over those competitors?

Not in the realm of Yore capabilities, because we can all talk about how our product provides X or Y, or Z above our competitors, but why should our customers pick you and come back to you?

Now, Simon has a saying, which is that people don't buy what you do, they buy why you do it.

If your business is not clear in why you function and why you are important to your customers, how can they stand behind you?

Long term?

What is there to keep them with you, instead of your competition?

So, important questions that I think that you should be asking yourselves and asking your business.

But more importantly, we need to talk about being disruptive businesses that succeed today are not businesses that follow the status quo, businesses that are successful. And I'm not talking, you know, P&L. The net margins, I'm talking about brand loyalty about stickiness in the market and long term sustainability. They are disruptive by nature, and we'll talk about those in a couple of minutes. A couple of examples.

You have to make your company stand out.

So, the first point that I want to talk about is how the customer experience drives loyalty and advocacy.

So, before I joined ..., as the Director of Customer Success, I was actually a customer of ..., and I was so, absolutely blown away by the product that I was a champion for them, without any, Without any asking on their behalf. You know, I volunteered my time to speak in reference calls, at events, because I believed in the product, it helped my professional life so much.

And, you know, by, by association, my personal life, because I have less stress at work, that there was no way that I could be quiet about how much I liked the product, and how beneficial it was.

You can buy customer advocacy.

You can place a marketing campaign that is as, as authentic, and as meaningful as having customers speak on your behalf, and being advocates for you.

So, I like to say that there are some focus areas right on being disruptive, because you're not disruptive accidentally. You don't make an impact in the market accidentally. It takes dedication. But I believe that there are external focuses, and internal focuses. So let's talk first about the external focus areas on being disruptive, and that's engagement.

You have to engage your customers to know how they feel about your product.

You have to talk to them.

Make sure that you understand where they find value. Because it's easy for us to assume that we know where our customers find value. But without engaging them and asking them that question, you don't actually know.

There might be a small subset that you that you find to be irrelevant that customers actually see as a main value in your product or service.

So beyond that, though, you have to collaborate with your customer advocates.

We all have customers that love our products.

Bring them into the fold. Engage them in beta testing, in focus groups. Ask them how you can be better, because they will tell you every way that you can be better. If they are using your product or using your service, they will tell you what needs to be better for them.

If customers see that you care about their needs, they will be loyal to you.

But it's, it's not just focusing on the customers because it, as it is deliberate, that we are being disruptive in our markets.

There are some things that we have to focus on in house, right? Simplicity. You'll find that today, I'll be using call centers, customer service as examples, and I find that that's because it's relatable. Whether you deal with it in business, or personally, we have all had to call into our cable company, or our cell phone company. We have had to make a call in somewhere, so, so you should be able to, to relate to some of these examples.

When I say be simple, a lot of times we overcomplicate things in the in the drive to be perfect for our customers.

If I call into support number and I have to hit 10 buttons before I speak to a person, I can guarantee you that. My experience with them and inversely their experience with me will look much different than if I only have to hit a couple of buttons to talk to a person.

Now, I understand on the business side, we're looking to drive that call into the perfect person the first time.

But as a customer, I might be content with somebody who's just generally knowledgable on my issue. Who can get me a specialist, but answers the phone quickly. So if we're looking at simplifying our business, it's a matter of making sure that our customers have easy access to us, and that we are not making their lives more difficult.

Because like anything else, if you make it more challenging, you also make it more likely that they will find somebody else who doesn't.

Change management in the psychology of business is probably one of the most underrated values in a business that I've seen to date.

We don't spend enough time explaining to our internal customer, to our employees, why they matter, why they are important, why they are changing.

You know, if our, if our constant goal is to improve, then we need to change.

But if we don't tell people why we're changing and help them to understand the value in that, then they're going to be less likely to make those changes and more likely to be resistant to them.

Event Email Graphic Virtual Conferences (17)-4So, change management, again, going back to Simon Sinek. If I look at a business, and I'm, I work in a call center.

I know what I do. I answer phones. I know how to do it. I pick up the phone, and I answer it, and I talk to a customer.

But if I don't know why, my job matters. If I don't know why that customer is relying on me, or why it's important that I get it right, then, how can I possibly be focused on my customer and making sure that they have a delightful experience every time?

Along the lines of continuous improvement, we always have to be asking ourselves how we can be better.

Uh, it is not, again, not accidental that companies exist and thrive on there, ability to engage customers.

If you're not asking yourselves how you can be better, then, chances are, you will stay the same.

If you truly believe that your business is at the pinnacle of where it could exist that you are the best of the best.

I would point you to history and the hundreds of companies that thought the same thing, who now do not exist, It's important to ask how you can be better and admit internally that you can be better. There's nothing wrong with saying we can grow, we have opportunities for improvement.

So, lastly, don't be afraid to fail fast. So, I had a mentor and a manager some time ago who probably was one of the most influential people in my lives, in my life.

And his mantra was to fail fast and fail forward.

As long as we were making improvements, as long as we were we're moving forward. It's OK for something not to work.

It's OK for it to need tweaking I'd like to share a story. I find myself a storyteller and find that's the best way to connect you know theory's with with experiences.

There's a company by the name of Rovio, and you may not have ever heard of the company itself, but I promise that you have some capacity been impacted or seen or heard of them. So Rovio started in 2009, and it was founded in 2009 in between the year of 2000.45 12. They were a mobile video game company who had 52 videogames in three years, 52 video games, and every single one of them was a complete failure.

They all were abysmal.

On the 53rd game on the brink of bankruptcy and after multiple, you know, rebranding, renaming, ... they developed a small game by the name of Angry Birds.

Within one year, Angry Birds had over a billion downloads, a billion downloads.

Now, they have multiple movies, TV shows, merchandise, but if they had stuck on game one, they never would have realized that success, by the same measure.

If they had stopped on game 52, they would have never realized that same success, So it's important to realize that it's OK to fail if you are failing forward and failing fast.

Don't stick to trying to improve something if it's a lost cause.

Let's talk about more customer focus.

Customers find that they remember three experiences.

And this is important because they remember your best experience, the most recent. And the worst.

The last thing that you want as a business is for the last two to be one and the same.

It's important to develop as many delightful experiences as you can for a customer because it's been shown that it takes 12 positive interactions to overcome each single negative interaction that a consumer has with the business.

Using the call center example, if, every time I call into customer service, I have a negative experience or I, or I leave, frustrated.

Each time I call, it has exponentially increased the amount of interactions that I will then need to have with that business to feel the same way that I did prior to the first call.

So, as a business owner in your areas, whether you're dealing with external customers or internal customers, you want to focus on as many delightful experience as you can.

So that either A, you have an overwhelming number of positive interactions that will Barry, if you will, a negative interaction or be a customer, will dismiss it as a fluke, a single mistake.

And move on without, without a huge impact to your relationship.

So a lot of this, we've talked about.

We've talked about in theories, right?

But I want to put forth some businesses who make it happen.

Now, understanding that we have a global audience, you may not be familiar with each of these brands, but I can assure you that you or at least familiar with, I'd say probably three, these businesses have taken their dedication to customers and set it as the bar by which their competitors are measured.

That's that's a significant accomplishment.

I mean, you take Netflix who started as a mail order DVD company, or Amazon who started as a is an online college book repository, and now, they are regarded as the Golden standard, Everybody chases the Netflix business model.

When it comes to content, everybody wants to catch up to Amazon on delivery fulfillment, and the sheer volume of what you can access through them. I mean, webhosting, you, can, you can buy socks, or have web hosting in, anything in between. And that's incredible.

But, I just want to show that it's not just theoretical.

It's absolutely possible.

However, I find that a lot of times during these conferences, we, I say we as speakers, like, to talk about how great life can be how incredible the the other side is.

Without really showing how you can get there.

So, I wanted to change that today and talk to you a little bit about customer journey maps, and then process mining. So, customer journey, maps, customer journey mapping, if you've not heard of it, is a way too.

Lift our standard view of business, which is from the inside, looking out how we, as a business interact with our customers, to look at it from the perspective of the customer. How does the customer view us? How do they see us and interact with us?

In that, you can drill down from your customer experience all the way down into your internal processes, and understand how each process is impacting a certain step, a certain interaction with a customer.

When you identify those touchpoints, you can start to see where it is important for you to get things right.

And where it's less important or it's not as critical. Not saying, We shouldn't get business, right?

But prioritization is necessary. But you can't do all things all the time.

So, if you can prioritize where it matters most that your business interacts with your customer, and focus after you perfect that on your internal aspects, then there's value in that.

Also, understanding which operational processes impact your experience.

So, again, calling into customer service.

If you as a business, believe that the most important aspect of your customer calling in for a trouble ticket or requiring customer support, is that they have their ticket closed quickly.

Screenshot (4)Maybe that's what you, what you determine, they need to have their ticket close quickly. But the hold time to get to you may be longer because of the volume or because you, you build that in so that your, your reps have a bit more bandwidth.

When, in reality, as a customer, it is more important that I talk to a human being fast, and I am willing to allow a longer resolution time because of that first interaction.

Then as a business, you are missing the mark on how to create a better customer experience, but you don't know that if you are just operating off of the assumption that you need to have quick resolution times.

Also, understanding which departments work with each other.

So I worked for a business who was a call center.

And there were two different teams that we're responsible for talking to customers in rapid succession to each other. one was an intake team, and the other was the actual troubleshooting team. And neither understood the value of the other.

And so, what ended up happening is that the intake team would quickly create the ticket and send it off to the, to the engineers. The engineers would get the ticket. It would be missing all of the information that they needed.

And they would then just CIT, trying to get all of that information, which impacted the customer.

Until we were able to show them how they were, how they were were interacting with each other, and how it was mismanaging the customer.

They had no idea if to them, it was just an internal struggle.

Opening up their eyes to that, though, started to build an empathy between the teams, where the intake team understood the importance of their case creation.

And the technical engineering side started to build decision trees and help guides for the intake team to make their job easier.

All of that ended in an improved customer experience, because they were the ones who benefited from it.

Even though, you know, initially it started as is an internal.

So, you get to find out through journey mapping whether or not your business is actually as good as you think it is, and that is, That's something that's difficult for us, right? We, as humans, don't like to admit, when we have shortcomings, we don't like to talk about the ways that we could be better. But, this forces that view, from the customer's perspective. Are we really getting it right for them?

Are they really impressed by the way, that we, the way that we function?

And also finding different moments of truth, right? So, you want to know, if you are going to lose a customer, if you get this one interaction wrong.

No, maybe it's at the, the very beginning of your relationship.

You have to get it right every single time, or you lose that customer, but maybe your focus isn't on the beginning of that journey for the customer.

But, the middle, uh, again, you start to miss the mark, and your business suffers from what it could be.

So ... actually has journey mapping and this is a high level overview, and I'm gonna go into a bit more granularity so that you can see it.

But if you look at this, you start to see the visualization, and how important it becomes, because your customer is at the front of all of this.

So let's, let's talk through it!

You see that, at the top, it goes through different stages and this is something like ordering from Insta cart or Uber eats, right? A food delivery.

And how a customer goes through identifying that they want something, to finding it, procuring it, having it delivered to them, and then whether or not they need to call into support Or they they want to express. you know how great the experience has been.

You've got some storyboarding here which helps for those visual learners. I know that it helps to tie things together for me. And then also your customer thoughts. So, this is where, if you have, you know, personas, anybody who's worked on, on different personas during projects, you would find this where, where you would start to include those, your touch points, Whether that be from, you know, your website or the customer e-mailing you, all of the different ways in which they are connecting with. You. Know, maybe maybe your e-mail is, is not as as polished as you'd like it to be your e-mail system. Right. And maybe that is causing a huge pain point for customers while they're making in order. You will see that very clearly while you're working through the customer journey, I use can also include customer sentiments, understanding whether they're neutral, happy, upset there are times where neutral is, OK, Right At the very beginning, where they're just searching for a product.

You don't necessarily need them to be happy. But you do, during the phase of purchasing, and delivering, if they have to call and customer support, you need to understand why they're having a negative experience, And you can drill down into that by looking at the actual process notation.

Brandon Gerig.So, this is done in BPM and business process modeling notation, where you can actually see the steps that are, are followed by the business.

You can see the systems that interact with the customer, whether that be, you know, CRM, different marketing platforms.

ERP is what have you. And also the teams, the internal teams, right. So, within your business, who is going through and interacting with your customers, whether that be your sales team, marketing team, et cetera.

Lastly, you can add all sorts of different contextual data. Whether that be, you know, external pieces on, you know, when ordering times or the highest. When you might need to have your customer support beefed up, if you have different marketing campaigns And also different sub journeys. So, so, this is really cool. It's actually, in my opinion, one of the most valuable business additives today. Because you are focusing in a way where we're very few companies are, which is the outside looking in.

But the most successful companies are getting this right.

So, it's important to understand where we could be better, where we're doing well.

But without detailing actions, it really just stays kind of ambiguous.

So, process mining, I call it tuning your customer engine because our expectation of process is that it is perfect.

Maybe we have a few different ways that that happen outside of the documented process. But everyone knows how to do it, and everyone does it right and in the right system.

Pictures are worth a thousand words.

And in reality, your business could be anything, but So you have, you have different organizations that maybe are less forthcoming with the way that they do business, or whether there are different variations, You know, a lot of times when I was a process designer, I would hear, Well, I know that's how it's documented. But this is the right way to do it. Nothing is more frustrating than hearing something like that.

If you are, if you are operating your business under the assumption that your documented processes are the way business is being done, you could build in task rework where people were having to redo things because of mistakes, errors, or, or dependencies that are out of their control. Having long cycle times in, and really just moving into firefighting mode, right, where you're just trying to put out fires instead of being proactive with your customers.

If you were to take a Venn diagram of, of business intelligence, data mining and process science, I would say that process mining fits in this space.

Where are those overlap with each other?

Business intelligence has has been around for a long time.

The analytics and dashboards are quite powerful, but how I've always acquainted BI, business intelligence is. If you were to see a tsunami on the open water, it's just a ripple. Right? You don't see any of that kinetic energy that's coming underneath the surface.

And that's what BI does, is it tells you there's a problem, but it doesn't really tell you where that problem is.

So that's where process mining comes into play, because it shines a spotlight on that so that you can see what's going on, where it's happening. And, and I'll show you what I mean.

This is a customer interaction with a call center. It's, it's telecommunications related.

You have an external call center who has taken a customer call. They're identifying that there's an issue. It goes to a device team to check whether the things are operating normally. If it's not fixed from there, it goes to a service testing team who performs a network connection test.

If it's solved, then they, they go through their outage management, and confirm the resolution. If it's not resolved, they have to send it to a technical specialist who performs field visit, right, and an in person diagnostics.

This is how the business believes.

The process works.

Process mining comes through and looks at transactional data to show you that there are actually, in this instance, at least 16 different variations of how that process operates. And that's just this one diagram. There's, there's likely more.

But in this one case, the highest volume variant is that a customer calls in.

And it takes nine hours to jump directly to the service testing team. It skips the device functionality test.

There may be some rework there, but it's almost a full business day.

From there, it goes straight to a field technician who takes another 1 to two business days and from there, it goes into the outage management, taking almost a full business week, and then another full business day just to confirm that the issue has been resolved.

This is not what the business expects it to be.

In reality, this process looks under the surface a bit like spaghetti soup.

Event Email Graphic Virtual Conferences (17)-4There is no uniform way in which this process operates.

And because of that, you find that there are ways to improve.

That's one of the other issues that, that process mining helps to resolve. It's not just that that the issues exist, but how do we overcome them? So in, in this instance?

They were able to find the variable importances, right? So there were three different issues that were directly correlated to the time to resolution. And that is the type of trouble, the region that it's in and the time to the initial solution.

So, in looking at this, you might, as a business owner, not even consider that, the region in which you're taking cases as a, an impact on your overall resolution time.

Maybe there's one region that just doesn't have enough training, and you can solve it simply with, with that.

Maybe there are other issues that you don't know. But in this instance, they found that the average cycle time was seven days, and it was largely based on the connection loss, and that they made too many field visits. So you could start to remedy some of these things through through your management of your, your operational processes.

So I do want to get to our key takeaways, because this is, is important.

I've put this in bold because there are, if you, if you were to get nothing out of my talk today, and this was the only piece that, that you, that you keyed in on.

Not to, not to draw too much parallel to the picture there, but I would say that the customer experience must be the following four things.

It must be personalized. And again, as a storyteller, I like to have examples.

So when I call Delta Airlines as a Medallion member, when I first dial in, the first thing I hear from from the computer generated voice is hello, Brandon.

Thanks for calling in today. How can we help you?

The fact that they put my name in there, recording based on my phone number, automatically changes the tone of the conversation.

Whatever reason I'm calling it up lifts that by a certain magnitude. So, if it's a negative call, it's a little less negative. If it's a positive call, it's more positive, because I feel connected to Delta, they make me feel like I am the only customer that matters, right, then. Even though I know I'm, I'm one of millions.

Next, is that it must be competent. So in my life, I have found that some of the best examples that I've ever had are anti examples, Things not to do.

So, again, these are, these are all just personal stories of mine and take them for what they are, but Recently, I Reserved a hotel room at Hylton for my family, and I called in to the to the actual hotel to ask them about if I could make some small changes to the reservation.

So I call it and I said, I you know, I'd like to give you my confirmation number and have you make some notes on on the reservation and they said, what's a confirmation number?

And I was completely taken aback because a confirmation number is not something that is, that's foreign in any capacity when you're dealing with commerce. And, I said, Well, it's the number that your app gave me when I reserve the hotel room that tells you who I am in the room that that I have.

And they said no, I am sorry, I don't know what confirmation number is and finally, after several minutes of trying to explain it and my wife laughing hysterically in the background at my frustration. I hung up the phone. And said, you know, I'll try back later and that one experience and that lack of competence from that one individual out of, you know, tens of thousands of employees at one hotel out of thousands, globally, impacted the way that I see that business.

And that's why it's important to get it right every time convenient.

So customers have to not be not be miss, you know, misplaced in their business dealings they they have to feel like it is easy to do business with you.

I look at Starbucks, right. I can order a Starbucks on their mobile app.

It's ready. By the time I walk up to the counter, it's sitting there waiting for me whether it'd be a hot, cool, hot or cold drink, it's ready and that convenience makes it so that I go back. Even if there might be a local coffee shop, who has better tasting coffee. I will still go to Starbucks, because Starbucks is more convenient.

But lastly, proactive.

So, for me, it's important that, that you be proactive with your customers. And, again, I'll give you an anti example.

I had dealing with, with a company called Williams and Sonoma, it's out of California. I bought an espresso machine again, for my wife.

It was a present, and less than eight hours after I had bought it, they had a huge sale on it. So, I called in thinking that they would honor the sale and come to find out that their policy was that they would not do that.

And it took two days and multiple conversations with customer support to understand their policy and why it worked that way. Before, finally, they were tired of me and they gave me the discount, but what I didn't understand is somebody who works in customer service and customer success for for over a decade is why they would take a stance that would impact their, their potential future revenue for a couple of dollars upfront.

It was, It was so difficult of a situation that I may never shop with them again.

I think that Sam Walton who built a dynasty in Wal-Mart said, it best.

There is only one boss, the customer.

And he can fire everybody in the company from the chairman on down simply by spending his money somewhere else.

I would pose to you that if you follow that same tenant, and that same mantra in your business dealings, by focusing on your customer, you will create yourselves as a disruptive entity in whatever industry you represent today.

And with that, I'd like to thank you and take some time to take questions. Jim, I know I went a little bit over. Apologies for that.

But thank you, Brian, Fantastic presentation, love your examples. We have quite a number of questions.

We have just a few minutes, I'll go through there and ask a few of the questions from our audience here.

Absolutely.

Again, thank you, Fantastic presentation.

Let me just pull one up here, and ask you to share an example of someone who has made their companies, employees, realize why their job matters.

Yeah, yeah, so, so I would actually use signal view as an example, and it's one of the reasons that I have so enjoyed working for them. You know, process is not the most exciting industry. It's, it's absolutely table stakes for, for the success of a business, but it's not flashy. It's not exciting. Process is meat and potatoes.

It is how your business is is architected, right.

So it's, it's the foundation, but everyone at ... knows why they work. They know why. it's important, because if I make my customers more successful than I have made the world vetter, right, if, if, I mean, we have, we have industries from, from medical to industry.

You know, industrial manufacturing, if they are able to do their job better, because of us, than we by proxy, have also made the world a better place and that's, you know, that's that's been something that has been at the forefront since the inception of Cigna view.

Excellent. Excellent.

Fantastic answer.

There's another question from a shark here. Why is it preferable to use swim lane versus value stream maps?

Wow.

Process miners.

Yeah. So, so that really goes more into to the modeling notation that you're utilizing.

So We have We have stood on BPM in as our, as our bread and butter, if you will, is ..., I think that you could probably accomplish the same things through through other means.

But when I look at the the providing context right in, in process mining, having those swim lanes and understanding who is responsible for the work at any given time, drives it that much faster to pinpoint where the fix needs to be.

So the process learning provides that visibility.

Absolutely, BPM, when you're doing your process, is that correct, that's awesome, so that's fantastic.

Um, Is there a way one more question here?

Is there a preferable tool to process five in order to define where the gap exists causing flow or information from not being style?

Now I don't I don't know how I would answer that objectively. You know working force Ignacio obviously.

You know, I would I would say that our tool is is hands down Um the strongest in providing the full Value of process, right? There are other businesses that do process mining and quite well. I won't know, I won't fight the fact, that there are businesses out there that do an amazing job with process mining. The problem is, is that they, don't provide the context, is how in how that functions, so you're only seeing a piece of the pie. Whereas with scenario, and you add your Journey, Modeling, you, add your, your process diagrams. You get the whole picture. And all in one place where you can, you can action those.

Screenshot (4)Especially with our collaboration hub, you have your end users of process who are also engaged in that.

So, everybody, throughout the enterprise, from the top down understands what's going on. They can access all of these different investigations to see it for themselves. And you start to open lines of communication, whereas in some other instances, you're only looking at maybe a small OpEx team holding the keys to the castle, if you will. And for me, I see that as a limitation, you know, knowledge sharing is, is where the world is going and not knowledge hoarding.

So great answer.

Thanks as an executive MBA B, I I concur, or 100% so fantastic responses, fantastic presentation, really, really good, very interesting, I love your stories, thank you sir, sharing with us today that wraps us up with Brandon any parting words for him before we end this session?

Know, you know, I would just say that the world is an exciting place, you know Covert his has really turned a lot of things on our heads in business has seen the importance of being nimble and standing out. Right there there.

There are companies that, that I personally thought would never, in my lifetime, go away who have been severely reduced or eliminated because of something so unexpected.

Uh, so anything that we can do as business owners to create value and drive loyalty is, no, it is worse.

Capitalize on.

And that's it.

Thanks so much for an excellent presentation.

Thanks, Jeff. Have a great day, for sure.

And we'll be right back at the top of the hour with doctor William maples and Jennifer Kirchner from the Institute of Health Care Excellence Group.

And we'll be seeing you there at the top of the hour. Thank you, for calling in, and talk to you soon.

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About the Author

Brandon Gerig-1Brandon Gerig,
Director, Customer Success, North America,
Signavio.

From managing the logistics of multi-million dollar upgrade programs to solving interpersonal conflicts, the Air Force prepared me to thrive in a multitude of different business environments.

During my tenure in the military, I was immersed in test engineering, logistics, process improvement, compliance management, and leadership initiatives. After transitioning from the Air Force, I've spent time in Project Management, Process Improvement, and Management.

I am currently the Team Lead for the Signavio Customer Success Team in North America organization, ensuring our customers are realizing the most value possible with our Suite. Ever day brings a new adventure, and I look forward to each and every new morning to find out what's in store!

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