So the successes I often articulate as I practice what we preach, which is outcomes.
So, you know, ultimately if I step back, what did I get out of, what did the business and the people get out of that process? And I talk about three things.
model.
You know, let me do it in the order, I haven't thought about this in a while, but capability.
So That process forced us or gave us I think the the agency to build new capabilities that would then help prove the value of design in that case and creativity and so by new capabilities, I mean specifically.
data and eventually called AI, right? Hired a completely new leader, built a new capability that built our platform that then allowed us to just be a lot more tech enabled when it came to strategy, which then helped us build the case for creativity.
The commercial model is at the heart of it, right? Which is we started selling differently.
So to mobilize that organization and to do what we did, we needed to just have a whole set of new conversations.
So for example, we became much more transparent about where we were as a business.
And we had to make them understand, you know, in some cases, I don't want to sound patronizing.
It's going to sound that way, but like how we make money and how we're not making money and the value of making money for their own career growth.
And then we started really reinforcing the importance of being client centric and being outcomes driven.
So,
you know, don't talk to me about how beautiful this is and, and, and, you know, the importance of craft of this website, ask yourself, that's important.
But ask yourself, why are we doing this in the first place? Why are we building this app, this platform? Why are we designing it in this way? What are we trying to achieve for the customer, for the brand, for the client? And the talent is phenomenal, right? They just hadn't been focusing on the why.
So the successes I often articulate as I practice what we preach, which is outcomes.
So, you know, ultimately if I step back, what did I get out of, what did the business and the people get out of that process? And I talk about three things.
model.
You know, let me do it in the order, I haven't thought about this in a while, but capability.
So That process forced us or gave us I think the the agency to build new capabilities that would then help prove the value of design in that case and creativity and so by new capabilities, I mean specifically.
data and eventually called AI, right? Hired a completely new leader, built a new capability that built our platform that then allowed us to just be a lot more tech enabled when it came to strategy, which then helped us build the case for creativity.
The commercial model is at the heart of it, right? Which is we started selling differently.
So to mobilize that organization and to do what we did, we needed to just have a whole set of new conversations.
So for example, we became much more transparent about where we were as a business.
And we had to make them understand, you know, in some cases, I don't want to sound patronizing.
It's going to sound that way, but like how we make money and how we're not making money and the value of making money for their own career growth.
And then we started really reinforcing the importance of being client centric and being outcomes driven.
So,
you know, don't talk to me about how beautiful this is and, and, and, you know, the importance of craft of this website, ask yourself, that's important.
But ask yourself, why are we doing this in the first place? Why are we building this app, this platform? Why are we designing it in this way? What are we trying to achieve for the customer, for the brand, for the client? And the talent is phenomenal, right? They just hadn't been focusing on the why.
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