(soft music)
-: Value-based constructs is almost
an organizational transformation imperative--
if I were to think of ResultsCX and other peers--
because the capabilities of building sales
in contracting, in finance, in risk management,
in just the process of selling and engagement,
the way you do your reviews,
they all need to fundamentally be anchored
around the notion of value.
How at results are you thinking about this entire
framework and putting it all together?
-: The starting point is what is the capital I can allocate
to take the risk?
So first is a capital allocation from internal
that then can go and subscribe.
Now, and there are several pools of capital.
So there is a capital allocation that I can make
because of the efficiencies
that is driven by my CEO's organization,
which is P&L management,
operating leverages, looking at paid hours to work hours, looking at,
you know, the domain buildup,
the understanding of the business, et cetera, et cetera.
Then I have the CFO's organization,
everything from currency, everything from hedging policies
to procurement to every efficiency that I can drive,
which then allows me to extract capital,
which otherwise is locked,
which then brings it into a pool of,
again, capital allocation.
I do the same with human resources.
How do I drop a couple of percentage points in attrition,
which improves the time to competency?
How do I retain people better,
which then drives the performance?
So again, that's domain, it breeds domain.
So that again comes, so once I get this capital allocation,
this pool of capital, then the four D's of the world--
what we call--first is
we've been in this business for a long time.
I mean, we are native to understanding
of a process and a domain.
Now we need to bring that into creating a utility,
which is what we have done.
So, how do I embed my agenda with my clients?
It's a function of consultative selling.
This is not about showing up
and saying that, "Give me...I can do 50 seats in Lakeland,
I can do a hundred seats in Tegucigalpa,
I can do a thousand seats in Manila."
This is about what am I solving for you?
How do I embed technology and digital?
What are the problems I fix and ship
and what are the problems I ship and fix?
And in that, how do I bring the whole construct of
how do I solve for your budgetary pressures?
Which first I need, it's the classical saying, you know,
"I have to feed a hungry person
before I talk philosophy."
Rather than talk philosophy for somebody
who's missed a couple of meals before.
So, embedding the agenda and making sure
that you're catering to the right audience is the first.
And once that is done, we should damn well know what we want
to deliver as outcomes, which is establishing that baseline,
which is where the systems processes comes into place.
six out of ten, a lot of things will go wrong.
So then the question is how do you evaluate the outcomes
and make sure that you're able, using the risk capital
and the capital allocation pool that has been created,
how do you buttress the impact so it doesn't sink your company
to make sure that you're able to then go back
to the drawing board reengineer
so that the value-based conversation goes on.
And the last thing is how do you end your...
that if you're a public company you're different,
if you're a private company,
but all of them have a certain level
of accountability that is required.
How do you manage that?
So, I think we live our lives
through these four D's and capital allocation
and it's a cycle, but it's like a machine learning,
it's an organizational learning for us.
You know, as we are getting more mature
and how we are, you know, dealing with these situations.
And as I said, you know, we can't be in every dance,
but you have to pick and choose the dance
that you know we are good at and make an impact.
And hopefully, you know, it'll bear fruit
and that's a belief we have.