29. Fast data, slow data and the courage to decide with Frans Riemersma

So you said talking about results is uncomfortable, but there was also this, I think in change management, they call it bright spotting.

Don't look at the 80% that has a hard time, but look at the 20% that is successful because what is their secret? What is their secret? What did you find?

I think there's like two massive secrets or mindset shifts.

One has to do with the use cases.

So I think it's very easy in MarTech to mistake a use case for a capability or the other way around.

Like you talk about use cases before you're actually describing our capabilities.

So for example, a lead scoring model, like having a lead scoring model as a use case, that's not a use case for us.

That's a capability.

taking data that you make into a lead scoring model that you activate to prioritize who your salespeople are actually calling.

That's a use case.

So we always break down a use case into data, algo, and action.

And actually the most important part is this action part, which is usually very non-technical.

It's very operational.

It's a lot of leadership.

And it's very simple stuff.

Like it's never anything magic.

It's never anything very cool.

It's never anything very sophisticated.

It's just like making stuff happen where the rubber hits the road, which is kind of close to the customer and the sale.

And if you do that stuff, then you get business results.

If you build lead scoring models, you don't get business results.

Or whatever the other capability, personalization is another kind of great capability.

Like we have the capability of doing personalization.

Okay.

But how many actions are being taken, which are personalized and how many channels and how many markets and how many different products and how many different touch points with how many different variations, that's what's going to bring kind of the business case for personalization.