 At the opening of the day, I was talking about 70% of transformations fail, it's the number one risk, 900 billion. So we identify and say, we must do something. We must start thinking on what we can do to leverage and benefit the society with that. And during these months, I was thinking, okay, who should we partner with to make this happen? Because we need to get it, I would say, fast and we need to get something that is aligned with our values. And I was very happy to hear today talking about people, talking about people, so how we can help organizations and what we can do with organizations to impact the society. And this makes me go back a little bit on the time. I was for five years director for infrastructure and project management at the United Nations. And in 2015, I was at Stanford University doing a course and I met our speaker, Professor Tabrizzi. And I said, look, I think we found a good path forward to do that. So we identify someone that shares the passion and the knowledge about how we can make a positive transformation. So Professor Ben and Tabrizzi is a faculty of organizational transformation at Stanford University for the past 25 years. He is the author of several bestsellers on transformation, including the 90-day rapid transformation that sold more than a million copies worldwide. Professor Tabrizzi published, and this is really something that impressed me a lot, and this March he published on Harvard Business Review an article called Digital Transformation Is Not About Technology. And since March this year, this article is on the top three most popular articles. And just at the break, I went again to check, and it's now number one. And all of you know what it takes for you to be at number one on Harvard Business Review. So we are very, really, I'm very excited to bring him here. We did a work that he will explain a little bit more, trying to collaborate and trying to bring something that you saw a little bit outside, that is what we are calling Brightline Transformation Compact, to see how we can address transformation in a positive way. And I need to be really honest here. I never thought in my life that I would be one day on a stage like this introducing him. Okay? So please ladies and gentlemen, let's welcome Professor Bennett Tabrizzi. Thank you, Ricardo, for your kind introduction. When Ricardo called me early this year and talked about his dream, he also noted that he took an executive program at Stanford where I was teaching. And I said, wow, you know, he took 40 hours of my class and he still likes me. So that's a great thing. And then another thing that really got me excited is that I said, Ricardo, since you are from Brazil, you know, my favorite topic is soccer. So we can talk about soccer all the time while we're doing this project. And he said, Professor, I want to share with you something. I don't follow soccer. Other than that, he's perfect. And we've had a magical collaboration. I want to thank Sunil Prashara, CEO of PMI. Of course, Ricardo, Alwin Magimai, Tyro, Akshay, Eddie, and the team at Brightline. In the late 1990s, the world around me crumbled. I had a existential breakdown. And to deal with this pain, I decided that I want to transform 100 million people before I die. And because of the collaboration with Brightline and PMI, I feel like we are a step closer to fulfilling that dream. The bigger the pain, the bigger the project. I'd like to start with how many of you in the past three years now or in the next three years have worked or planning to work on some major change project in your organizations? Raise your hand. 100%, like 99%, if you will. Unfortunately, the data, as Ricardo said, it's not very promising. Depending on what research you look at, anywhere between 70% to 80% of transformation fail. And nearly $900 billion were wasted in digital transformation efforts last year. The CEO's survey mentioned digital transformation as their number one risk factor here in 2019. And this is the last one is what concerns me the most. Survey by Gallup poll of millions of people around the world shows that 85% of employees globally are not engaged. What that means is they're either checked out or they're sleepwalking at work. The numbers are better in US. In US, it's actually 70% of employees globally not engaged at work. But that's still really not good. That's bad for our organizations and that's bad for our humanity. So our approach is evidence-based. The team that we worked with bring in 100 years of experience from diverse organizations such as United Nations to McKinsey and Company. And I have worked on, I have data on 1038 transformations and I have had the pleasure of coaching over 100 organizations. And since my dream I wrote five books on transformation but particularly two of them are important for this discussion. One is as Ricardo mentioned rapid transformation which is about the fact that technology changes exponentially but people and organization change logarithmically. And rapid transformation is about how do you actually get organizations and people, how do you have them change if you will exponentially through buy-in and movement across the organization. And the latest one which I'm really proud of is the inside-out effect which is the fact that the biggest obstacle to people's change is what goes on in their head including the leaders. And if you think of rapid transformation as tools for doing things, tools for doing transformation inside-out is tools for being a transformation leader. So based on research what we have found the drivers of such high failures in organizations are number one, employees are not engaged. Just about every successful transformation that we've studied there was a lot, there was a full engagement of people across the organization. Second and this is the root cause of some of the problems that we saw which is failure to align employees aspirations to the organization's north star. Also what we've had is we've had this situation where people in the organization are not really aware of all the changes that happens in the ecosystem and it's not clear to them. And another challenge with transformation is that you might get a big uptick in your success of your transformation but after a while many transformation kind of fizzle out. How do we make transformations perpetual? And finally when you have armies of outsiders kind of running the transformation it's really a problem and the key to successful transformation is have armies of people inside the organization leading the transformation. So we're not against having outsiders and external consultants. We believe they play a very critical role but we have to be mindful of the people inside. It's all about the people inside the organization. So here's a transformation compass and it's later on today will give you a step by step playbook on transformation and the key to the transformation, the bright line transformation compass is really we put people at the center of transformation. And this is how Jim McNair today ended his talk about the importance of people. One of the key principles of this bright line transformation is aligning and creating a movement that aligns the inside out with the outside in if you will. One of the successful CEOs of a large organization once told me the outside in work would not work if we do not do the inside out work really well. And the inside out work is challenging, is arduous and is very, very difficult. And we want to address that and I'm going to basically talk about two key ingredients of this model later on. We'll share with you all the details of this model. The first thing I want to talk about is really what we call the inside out employee transformation and the question is why is it that people are willing to work for the money but at the same time they die for a cause. Why is it that people are so unhappy and disengaged at work? How do we unleash the untapped potential of people in organizations? How do we move barriers so that people boldly step into greatness, be fully alive and aligned and find real joy at work? Here is an example of an organization that did that. K Bank is one of the largest banks in Thailand and just like any bank around the world is going through major disruptions. And the president of the bank runs the 12,000 retail and small and medium enterprise organization across Thailand. And he went to Carnegie Mellon and MIT. And I have his permission to talk about his personal story and the inside out effect that took place here. When we first met, he expressed frustration. Frustration with changing a 74 year old traditional industry organization, which was very seniority based. People were disengaged not unlike the survey you just saw. At the same time, they've done some amazing outside in work. They've created one of the most exclusive IT centers in Asia with several hundred, five, six hundred people who are actually working on apps and creating FinTech type technology that were just truly amazing. But inside the organization, the challenge was how do we really move thousands of people from the branches? As you know many of your children and my daughter, they've never been to a branch. And so the need for branches is becoming much less and so they needed to move thousands of people from the branches to the outbound. And when we talked about his values, he said his dream is to have a one team, 12,000 people work as one team. They work together regardless of seniority, discuss things, and really serve the customer. And the odds were against us. A closest competitor tried to move people outside the branches and move them outside and it was a complete failure. There was so much resistance. The other thing that was going on is that a lot of people inside the organization was saying, he was trained in the US and this guy who's coaching us, he's from Berkeley. They thought I was from Berkeley. These are ideas that comes out of Berkeley and they're never gonna work here in Thailand. So what Kumpachara did, which was really truly amazing, was that he went through his own inside out personal transformation. At the very young age, he was sent to boarding school in Kansas. And as you can imagine being the lonely Asian in Kansas, he was subject to bullying. He focused on being super competitive, had a few very close knit friends. And what he realized is because of his past, he did not have access to full self-expression and really connection to people. And that was one of the obstacles to transform. He realized that he had to transform himself in order to transform this organization. He was able to realize that, kind of catch those blind spots. Be able to come up with a completely new future that excited him, which was really about having fulfilled and engaged employees that are serving the customers. Research was on his side, happy people are much more engaged, 30% more engaged, 30% more productive, three times more creative. And as we talked about in our research, when people are engaged and happy, the chance of transformation goes up. So it wasn't just him, but the entire organizations went through the inside out effect that I just discussed. There were cases of people in their 60s who were about to retire, who decided to delay retirement because of this exercise. And because of this alignment and feeling like being part of a cohesive galvanized team. And they even felt like it really made a difference the way they showed up with their families, children. The results have been phenomenal. The typical downturn that you see in sales of banks have completely reversed, in some regions are doing extremely well. Customer satisfaction and also employee satisfaction has gone, significantly has improved. And all the efforts that they're doing with the apps and data analytics and so forth are now being integrated because the inside out effect work was done so well. If you ask, well, what about a much larger organization? This is exactly what Microsoft did. And Microsoft also applied many of the concepts of the ByteLine Compass in their very, very successful transformation. The other concept I want to kind of talk to you, it's really about how do you create a movement? Once you do this inside out, how do you create a movement within the organization to be successful? And it's really about having volunteer champions and having a new way of operating so that the transformation could be successful. The key is number one is to really be able to recruit an army of champions, our armies of volunteers that are thought leaders in the organization, that are not happy with the way things are, but they have some great ideas about how to make changes. An example of this is Verisign, which 10% of the entire division that went through transformation were part of this armies of champions, volunteer champions, and they were put in a structure that was very flat outside the norms of the hierarchies. So if you think of the hierarchies at Matrix, like the movie Matrix, the design was, this new structure was put outside. And I know Jim McNerney also talked about this. And so the culture here on the right, what we had was the very Silicon Valley, flat, innovative. And there was a very light senior team that oversaw this. There were 15 rapid response teams in Verisign. Verisign wanted to, this division wanted to move from $300 million to $1 billion sales in three years. They were actually able to achieve it in two years. But not just that, it was sustainable, it was perpetual. And they were able to transfer this to the rest of the divisions within the Verisign and it was a complete success. So with this type of structure, you have a complete different tenor, tone, and cadence. And then when you transfer it back to your culture, it'll be able to transform the organization culture. And the rapid transformation book that Riccardo talked about, talks about this really parallel volunteer army structure. So far we've talked about for-profit organization. The HBR article that Riccardo discussed also talked about three cases that applied the Brightline transformation framework. Here's the last one I'm going to share with you. It's a nonprofit, government-based organization. Santa Clara County has a large population that is where Silicon Valley is that are vulnerable, many homeless. And this organization's job is to heal people's pain and treat them. They actually, through the Brightline Compass methodology, they were able to cut down subsidies, a whopping $180 million. And at the same time, they were faced with Affordable Care Act, where they had to deal with high increase of the number of vulnerable people that now had to be treated. So what they did is they used the applied the model that Verisign applied. They applied the model that K Bank applied. They created an army, a volunteer champions. Across the organization, they really made this change happen. Earlier in their effort, they brought in outsiders, paid them $20 million, and unfortunately that project did not go well. One of the things that they did was in order to increase the capacity of the hospital, the number of people that they actually take, they went and looked at some of the best cases in the air traffic controllers because they thought that, hey, if we create the model air traffic, we can actually be able to be much more efficient in terms of how the patient moves through the system. Doctors surprising to me were just amazing in terms of data analysis and technological knowledge. These are two great heroes of that project, Dr. Sanjay Kurani and Dr. Cliff Wang. And by the way, these are my unsung heroes of the Silicon Valley that I really look up to. Really, really smart guys, have amazing heart together with the nurses and others. They've completely transformed this place. And here they're looking at this flow of the hospital. They've also looked at hotel organizations and what they found is some of the best hotels. How quickly when a guest leaves the room, how quickly they kind of make up the room ready for the next guest. They had to do the same thing with the rooms and so forth. They also applied that model and were able to get some great, great results. They increased the capacity of this hospital 30%. And next, what I'm going to do is I'm going to show you a video of one of the projects they worked on. What I'd like you to kind of see as you're watching this video is the excitement, is the inside out effect of the people that are working on. In how it has impacted the people and how people taking charge, creating a movement which is at the core of what we talk about in the Brightline Compass could truly make a difference. And truly could create a cause that could make a difference in people's lives. Santa Clara Valley Medical Center is the safety net hospital of Silicon Valley, of all of Santa Clara County. And what was happening is the hospital was getting overcrowded. And when the hospital gets overcrowded, the ER gets overcrowded. We can't just move these patients out while they're still sick and try to get them out. And as we did a deeper dive, what we recognize is the reason why we're overcrowded is there were a lot of patients that we had that were simply non-acute sitting in the hospital. Oftentimes those patients can be in the hospital and not have an acute medical need to be there. But they can't be safely discharged to the streets. One of the hospitalists over here, one of our mentors told us that the most dangerous thing you could do for a patient is to discharge them. And with good reason, because in the hospital they're monitored. But once you discharge them, you have no idea what happened. A significant number of them, unfortunately, are homeless. They have very complex medical conditions. So we had to come up with our own bold solution on how to care for these patients. We thought, well, what would be the ideal transition model for these patients? And so a number of them, ideally what they would need is a full multidisciplinary team to help them with medications, to help them with mental health issues. We just kind of flew by the seat of our pants and adapted and learned and changed as we saw fit. It goes back out to going beyond the walls, you know, breaking down the silos. Talking to individuals that I would have never talked to. It involves case managers, social workers, psychiatrists, psychologists. It involves so many different departments. They don't have the physical or the social supports that a lot of us take for granted. Essentially that was our compass was what can we do to take care of the patient? Overall, from a holistic standpoint, it's been an incredible success for us. Every hospital, private or public encounters this problem and, you know, that's why we want to develop something that can hopefully be replicated by others. We want to share the secret. It is incredibly fulfilling, gratifying as a provider to be able to affect someone on such a deep and personal level. And to see the outcomes that we can achieve. This project has a special place in my heart since my family immigrated to US. We stayed in Santa Clara County and these doctors took care of my family, especially my dad for many, many years. And I hope that my dad is looking down and happy about the work we've done. I hope all of you could join us in this movement. Thank you so much, Ricardo.