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