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<v ->What drove the decision to launch this transformation</v>

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that is enabled by AI and GenAI

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is our belief that this is a technology that has the power

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to disrupt our functions and reinvent the way we work.

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<v ->We were very clear from the onset about what success</v>

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should look like for us with our GenAI program.

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Many companies look at efficiency,

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but we were very clear

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that we wanted both efficiency and effectiveness.

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<v ->Together we started by identifying</v>

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where and how GenAI could have huge impact

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on day-to-day work, and then we set about building

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custom solutions to address those key tasks

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and change how the work gets done.

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<v ->We have created a suite of solutions</v>

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to enable our marketers to go faster

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from insight to concept, but also to have a day-to-day

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sparring partner from everything ranging

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from creating content to analyzing

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the brand performance on a constant basis.

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We analyzed that we could unlock up to 40%

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of their time to then focus on other activities

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that have higher value for them.

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<v ->We saw across the solutions</v>

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that we developed during the pilots an up to approximately

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60% efficiency across our solutions

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that covered media, insights, innovation, content creation,

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and today, brand performance reporting as well.

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<v ->This has not been about point solutions</v>

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or proofs of concept, but really changing end-to-end

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how people do their work,

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putting custom-built solutions

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in the hands of hundreds of people

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and changing what they do day to day.

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<v ->The three biggest challenges</v>

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we faced during this program are, one,

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the fact that it's not about the tech;

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it's about the application

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of the technology for our function.

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The second one is around what we call tacit knowledge,

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the way that we do things internally.

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And then of course related to that,

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the underlying data foundations.

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<v ->Partnering with BCG and BCGX over the course</v>

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of this period has been amazing.

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We've really been partners collaborating,

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working shoulder to shoulder,

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not just in terms of creating the technology,

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but in terms of deploying and embedding

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within the business operating model

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within the organization,

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and very importantly at the speed

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and pace that Reckitt requires.

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<v ->What was top of mind for us in doing this project...</v>

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maybe I can use the BCG 10, 20, 70 principle

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where 70% of change is actually happening with people.

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And I have to say I was surprised on the fact

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that I was expecting a lot of resistance,

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and I got quite the opposite.

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We got a lot of our colleagues

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being very much engaged,

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and I think it has to come with the fact

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that they saw that as their personal learning journey

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for being part of how their function

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will work in the future.

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<v ->We started with marketing,</v>

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we've gone to R&amp;D, we're going to start looking to extend

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to other functions in terms of how we can redesign

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all our workflows across the organization

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to become more efficient, but also to become more timely

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and hence future-proofed for anything

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that's going to change the market.

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