WEBVTT

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Now I'd like to thank Innovator
Sponsor BCG for their support of

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Dreamforce.

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Joining me now is BCG managing
director and partner, Bryan

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Gauch.

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Thank you so much for coming.

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Thank you for having me.

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Well, what are some of the key
factors in achieving a

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successful tech enabled
transformation?

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When we look at how
organizations have been

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successful and frankly how those
have failed, there's the, the

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standard people, process,
technology and data has to be

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aligned across both business and
IT.

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But if we peel that back a
little bit, there's three key

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things that that we observe at
BCG that we think make the

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people that are unlocking the
total outcome of, of their

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investments a little bit
different than those that are

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not being successful. Number
one, organizations truly who are

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successful, understand that a
transformation is a mindset

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before it's a muscle, right?

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It's not a fad diet

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that's three months.

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It truly takes 9 to 12 months to
truly transform the the culture

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and the people and process of
the organization.

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Two, if business is not leading
the program, we call it business

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led, IT powered, it becomes an
IT project.

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And, and tech enabled
transformation is important

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because it's in support of the
business.

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And I think the third is
organizations that can get

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decision frameworks right are
fundamentally more successful

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for two main reasons.

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They get the decision rights
correct with senior leaders in

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the C-Suite who sign up for
accountability, everything from

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comp down to their leadership
team's involvement.

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But we also see that
organizations have decision

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velocity.

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And so when you look at
decisions and technology that

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allow you to keep the focus on
what we call "your orange is

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your orange, don't change it to
a grapefruit halfway through."

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Yeah.

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Business leadership has to
support and help IT make

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decisions fast along the way to
keep the transformation program

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on.

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That's great.

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People, process, technology,
data, and making decisions fast.

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That sounds like a pretty good
recipe.

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So what is the role of AI in all
this?

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What are some of the challenges
and the opportunities you're

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seeing with those AI
transformations?

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So the role of AI has been
interesting because as we've

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seen it, the initial focus has
been on productivity and cost

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savings.

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And what we're seeing with
organizations is they're saying,

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"and then so, so what's up
next?"

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And so as we see organizations
truly invest in AI, those that

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are successful look at data, not
as a solvable problem, but as a,

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as a lifelong journey.

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And, and they understand that
the value exchange is now

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different for end users.

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And so they're, they're taking
progress over perfection and

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they're getting started.

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I think the other thing that
we're seeing for successful

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organizations that are avoiding
some of the pitfalls is they're

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looking at the culture of the
organization, the actual end

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user, and the channels that they
use as a part of their normal

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day versus saying, "go here for
everything," because no one goes

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to one place for everything.

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So serve them where they are,
optimized for their behavior,

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and then track and measure the
benefit and the feedback that

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they like it or not.

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It sounds like what you said
business led, leads to that

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success.

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So that's amazing.

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So last question, what advice do
you have for leaders who are

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embarking on or in the midst of
tech enable large scale change?

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So I think there's two or three
that typically come to mind when

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they say, what should I focus
on?

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What, what, what, how do I get
it right or wrong?

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So, what are the previous
question, I think number one is,

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don't feel failure.

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But with that said, plan
accordingly.

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Sure, right.

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I think Eisenhower said it best,
right?

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"Plans are, are required, but
they're useless the moment you

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get into the fight."

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And, and with AI pirate
transformations, it's, it's a

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known truth that things will go
wrong.

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But if you look at how we're
seeing our clients and frankly,

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the technologies that they're
using, especially

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Salesforce.com, and Data Cloud,
and Agentforce, there's a myopic

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focus on what data is required
to unlock our people.

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How do I take the data of CRM?

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How do I unlock trapped data?

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And then how do I actually use
the technology, like we're

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hearing this Agentforce, to
actually start to drive

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lovability, right?

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So, lovability becomes super
important.

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And as we start to pivot
leaders' mindsets from the

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minimum viable product to
minimum level of product,

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they're whole paradigm shift.

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So it goes back to mindset
before muscle. 

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Right so, it sounds like
lovability leads to adoption,

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which is great.

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So Bryan Gauch, thank you so
much from BCG.

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Thank you.