 Welcome to Transformation Talks. I'm Tairo Asan, the director of Brightline Initiative and as you know Brightline is a project management institute initiative dedicated to helping organizations bridge the gap between strategy design and strategy delivery. You have a dream, you have a strategy, how do you make it real? Today we are really privileged to welcome Raul Avasti and Raul is the Transformation Lead at Abbots Laboratories, a 1450 company serving in 160 countries with more than 107,000 employees. As you know the theme today is digital transformations for teams that are not digital first yet. So through this talk Raul will help us better understand how leaders can reimagine the opportunities digitalization offers to develop support function teams. We can think about operations, HR, admin, accounting, and you name them into digital enablers. And the format today is more like a conversation. So there is no PowerPoint, it's a conversation here and also I'll be asking the participants to ask questions and then we'll be going on through and then take them as we move on. So without further ado, Raul again, welcome and you know as I was thinking about today I would say okay as opposed to me going and reading a long resume. I said let us Raul to tell us more about yourself and what drives you and what has shaped your career toward transformation. Thank you, thank you Raul. Thank you for the opportunity. I am really honored and excited to be here. I deeply admire this audience and I have a deep respect for all the Brightline initiatives. I personally have learned a lot by being in the touchpoints in the different Brightline initiatives and different YouTube videos that you all do. So thank you for that and thank you for asking me that question Raul. I think I'm fortunate that my professional journey coincided with the digital age and it gave me the opportunity to experience many things firsthand. I remember my first digital exposure was somewhere in my college and in my college I was studying my committee of science honors. I made by one website was a lot about cyber security and there we were handling a lot of people and it was a website turned into a blog but that was very early step. I was just trying to understand what this is but I still remember when I was in my college part time I used to sell SIM cards and landline phones. It was a 2G around that time right and one day online recharge came into the market and the way I used to sell those cordless landlines and those SIM cards that sales doubled tripled and that was the first time I realized that how digital initiative can make such a big impact to the end people life right. Me as somebody on the selling side of it how I could see my revenue scroll my sales goes around that and that is where I really understood that the digital if it can solve problems it can create that huge wider impact. From that I actually worked a lot on the cyber security side of it. In fact I did work with a state police force on various matters of cyber crime of national repute and then I eventually did my MBA. I did my MBA in marketing and that was time after that I got my first early exposure to the enterprise digital world with my first job at MTV yeah the music television. It was amazing. I learned their community building you know there was no Facebook at that time so it was all about organic community building how do we make community on you know the external channels like Facebook and also internally so I remember we did create internal community for bikers at MTV which was amazing and that was a key part of that and I think all the learnings which I see and now look back kind of decade back is still same today because eventually what I've learned is you need to connect technology and creativity together. If you can marry these two things you can really go and solve a lot of problems. Then I remember this was the again time at MTV when they were doing surveys 3G was about to come in this is early last decade right 2009 10 and then we were trying to do ethnographic research on will people really watch videos on phone is that possible and look where we are now and then from there I joined an agency so that is where I started the e-business and the traditional agency taking them to the digital agency side of it and I was heading the accounts for PepsiCo and Unilever so across the three brands which is Pepsi, Mountain Dew, Tropicana and PepsiCo and couple of brands in Unilever and that was a time I started seeing that the retainer you know on the agency side you have a retainer that you charge to decline the digital retainer started growing 2x 3x than a traditional retainer per month and I was like this is it I found my niche this is what I'm going to do and then I was invited at Cannes to speak and also to attend a graduation program called the Young Media Alliance and there I happened to encounter the Lions Health it was a new initiative all about getting creativity and technology together on the health side of it and that is where it deeply touched me and that is where I realized that the meaning of digital is so different than what I have been doing my whole life I saw how digital was able to to help reduce sex trafficking for girls I saw how digital was used to help people kids who are suffering with cancer who are living with cancer these are the kids who are in ICU they don't have tv they can't read books they are they are still kids and how digital is enabling them to go and connect not just with their parents but whenever also to increase the relationship between them and their nurses to increase the compliance to increase the adherence of the drug which was eye-opening for me and that is where I really realized that the power of what digital can do possibly in the healthcare and then I got an honor to work with Abbott on the farmer side of it we did a lot of amazing projects I remember we did a project time project time was all about increasing time spent on ethical scientific education with the customer and project time was also about reducing the time spent which our field reps and medical reps go through every day on the clinical task I remember we did project experience which was about game changing and transforming all of our conferences into the experiential and digital conferences we did project trust which is all about patient education we did project ambassador which was all about getting more people who are ambassadors of digital so we can learn from the digital natives in those wide-scale enterprise and then I moved in at Chicago I was honored to work on this opportunity where I'm right now more on the healthcare and the health tech side of it and I love doing design thinking service design accessibility e-commerce and I was able to build the deep expertise on how to reduce possibly the design and the dev waste across the organization so yeah it's an interesting journey on being a t-shaped person to kind of a pie shaped person where I see creativity and marketing are the two key pillars of the pie and technology becomes kind of a horizontal word out there so that is I think where where I think my journey has been so far to your second question I'll take maybe a minute more to reply on that on what does drive me what does drive me in this transformation is about I have accepted and I've made peace with it that we live in a book over you know book is volatility everything is iterating every project is iterating and the iterating cycles are getting faster and because of that the volatility is increasing a lot we live in a world which is full of lot of uncertainty I bet everyone on this call the projects that you're working right now just imagine how will the project that you're working on right now will be in 2025 when 5G quantum computing data science which will enable natural language processing and AI will become more closer both to your customers and to your internal teams as well complexity you know the easier side is I've made peace with that right so there are there's a lot of device complexity ecosystem complexity screen complexity happening but that's on the easier side of it but the more complexities on the on the overall service design on how customer journeys are being crafted how the platform ecosystems are kind of now being crafted how the cookies are crumbling how the advertising landscape is changing and also ambiguity right everything is so ambiguous right now uh and everything is so dependent upon the culture with that particular perspective of ambiguity so because I have made peace with that I've accepted that as a part of responsibility how do I possibly drive in this work cover that does really drive me on the digital transformation because it is here going to stay I can tell many of you on this call trust me possibly maybe the entire of your next lives you will be working on digital because it is here to stay and it is here to evolve in a big time amazing amazing journey I mean from selling seams all the way to be at the center of the health care and caring and reducing that gap between patients and I mean caregivers and then navigating through that book award that we are in and that covid seem to have accelerated for many of us that move because you were talking at some point about digital native and I want to take on that one because of course whenever we talk about digital native we have a feeling that for them it is uh uh granted you know that whenever we see uh digital transformations and people feel like or maybe the new the new uh be of the new one the corner of the road are the one that would be embracing it and people even go to things that actually it is also for some specific functions so let's say it innovations and so on but what I want you to help us here uncover uh what what has what experience can you share when it comes to some specific functions you know functions that are not necessarily primarily techie or maybe organizations that are not a digital native yes yes absolutely no fabulous lovely question thank you for asking that right that's so important on how does the support team also become a part of it or how does it happen for the team which are not digital first yet right so let me answer your question in two parts right first is I think you touched a very important word called transformation right and let's talk about transformation I think I think this is the kind of mega trend which is increasing both in the scope in the scale and it is it is evolving continuously right it is not just transforming products and process but the transformation is is actually transforming the business model I always say that digital transformation is irreversible it's just like how a caterpillar transforms to a butterfly and cannot go back the same way that digital transformation projects or programs bring that irreversible change if you are have if you are engaged in a project and it's been called a digital transformation project and after their project is over anywhere within your company if people are going back to the previous ways of working it is not a digital transformation project it possibly may just be a shiny new technology or maybe just a cloud implementation but it's not something which is truly truly a digital transformation project and also you have to focus on the evolution that is something I've learned within Brightline itself right that transformation is important caterpillar transforms to a butterfly but the caterpillar is dead within a few weeks so you always have to be focused on what the next specific perspective of the evolution is but you know what happens is you have to understand the critical part of digital transformation is not digital but it is about transformation it is about being that irreversible so now coming to a specific question on the support team you know earlier and you all would agree on that that digital was just a new channel two decades back a decade back it was like a complementary to your overall marketing or to your overall your commercial strategy but now we all are in experience economy I think we have evolved from a commodity economy to a goods economy to a service economy and we are entering a newly formed experience economy and this experience economy is literally led by digital and the same way as many organizations like you know how it became from a new channel to a digital economy the same way digital was seen as a part of usually a very commercial organization and it was fine because it is important for to generate revenue to showcase a return on invested capital but now digital is happening across the organization and this is hugely affecting the support functions and other non-commercial functions it is possibly because digital transformations creates a value and not just profit and that's a very important thing to understand which teams can create value and how digital transformation can support them it's not just about revenue generation not just about profit so where I work right they are hugely support organization we have legal qa which is quality you have hr you have cyber security teams you have training teams you know which help onboard the field reps and the medical reps across we have supply chain you have manufacturing we work across the project you have operation finance medical regulatory procurement market access and I can go on naming all the support function which held such large enterprises power up and yes it is important to focus on customer journeys I agree commercial is still important but it is also important to focus on internal service designs internal service blueprint because they enable these journey in this possibly book cover for example as to let's look at hr hr doesn't need to just do hr operation but hr also needs to free up its time by transforming the workforce right how do we assess our performances every year how do we focus more on onboarding how can we automate many parts of onboarding so that we can spend more time on humanizing offboarding a bit more a lot of organizations spend a lot of time on onboarding but when it comes to onboarding it becomes a bit impractical and that is where hr i'm seeing across my peers has been transforming in possibly huge way how are you using automation literally to enable the data driven network the data driven decisions and how is that happening transform that workplace you have to understand that cloud automation data science which eventually leads to ai and machine learning this is not just happening in commercial ops right even all the software as a technology tool chains and the ways of working is also changing in all the support function which i possibly have shared with you a lot of hr operation needs to be automated and they have to be data driven because you need to personalize those experiences to enable this overall workplace transformation another thing i would say is these support organizations i really create the moments that matter you know in a digital transformation when you map the customer journeys they are visible moments which are usually from a commercial team perspective and they're also invisible movement and if you map a service sign these invisible moments are basically enabled by the support functions and and it's very important because they're invisible let me give you a metaphor right don't don't take me literally but uh you know if what if i tell you that the that the real hormones or the emotion that is about to create all about love is not it has nothing to do with your heart but has everything to do with the liver heart is visible because we can hear it we can touch it we can see there's an organ working right now and hard gets so much attention i always say the same way commercial team gets so much attention because you can hear it you can see and you can see the marketing you can feel it you can touch it you can get inspired by it but the real hormones are producing in the liver right all the support function which basically helps and enable all those transformation and that is why legal HR finance market access ops they become so so important how they use advanced analytics how they use data science and how they how they possibly help evolve from a role of just an advisor or a partner of business unit to basically a enabler which helps the commercial teams and everyone in their decision making process i i believe for for all the commercial teams is no good about solving the routine operational problems or complex challenges i believe there is a clear understanding of evolving from a delivery process to to the state of the arc theory let me give you a few examples which will let's some tangible examples i personally believe and i have written in different blogs and different places about it in future there will be two foreign policies one will be a foreign policy which is you know we have foreign ministers and possibly there will be a new foreign policy where you will have a foreign policy only about how your country shares data with other countries then imagine if this will happen how will the role of privacy and legal teams evolve in future digital health interventions to to understand the early signals not just pills will become the first line of defense and if that becomes a reality imagine how the future of medical teams which are support functions to any farm or health care company how possibly will that enable smart speakers and this is happening right now are now ready to enable and sense your heart beats i'm not sure if you know but there's a research happening where the smart speakers in your home like google list and the google speakers they can literally emit some very low heard sound and they can actually understand your heart beats and can actually go and record that as well so imagine as these and these technology are enabling more and getting more in the field of health care technology how the role of medical officers are evolving and they're not support function they are now coming front to it i wrote an article recently that in future wearables will become just like as smart tattoos you know tattoos they will become the future variables if that happens imagine how the role of manufacturing will evolve right how they're not just support function but they are they need to be transformed so that you can enable such business models in future it will not sorry good i was just saying amazing i was seeing you going on and there are so many things that could be covered there and quite quite impressive i just want to go back to the support functions there as well as you were talking about it and of course as you were mentioned there are many things that will change really the way we do things and as you nicely mentioned as well the support sometimes i would say it's a thankless job when or maybe sometime it's not necessarily a fair one when it is good nobody use it but when it is bad people people start screaming now you mentioned automation as well you mentioned automation and i want to follow up on it how can the support functions and leverage the or harness the power of transformation because when the people here automation they directly be thinking about attrition and so on so how can you get this augmented experience and at the same time be able to harness that future for the support function yeah that's that's a great question absolutely and thank you again for asking that see look and let me give you two examples right so for example onboarding of an hr something as simple as that right that somebody hiring manager confirms that we have finally found the right candidate and that candidate is about to be onboarded everything right from the experience from there you know ordering their laptops or the infrastructure their phones their id card their access badges understanding when are they about to come are they remote are they virtual how the logistics will possibly have to be applied so that when the candidate comes on the day one their experience is fantastic and ready so that you can use a lot of automation to drive things which are redundant which are just same thing you can do over and over all those tasks possibly can be automated while then the hr can really invest time on humanizing the hr experiences right how can you enable the human touch points and moments that matter in those experiences if i have to give example of finance right finances again as a function so finances not just about looking at the revenues but also is a key complementary on how can you increase the customer's willingness to pay you know your customers can possibly pay uh sorry i'm adjusting your uh your screen out here so your customers let's say can pay out here how can finance team enable for the customers to possibly support there now for that to happen finance team has to transform in terms of understanding blockchain understanding the real-time ledger it can't come from commercial team that hey we want to do you use blockchain it has to it is evidently a finance operation it has to come from the finance team real-time data visualization is not just commercial team or data science function it is now a finance team function so they can really enable one of the key metrics i really focus on is roic which is return on invested capital so how possibly machine learning and data science can help you build those right decisions on different parts from medical to commercial i would also give example of robotic process automation rpa in finance is huge some such simple activities as data increase can be converted to rpa so that the users can utilize their talent in more dynamic avenues which requires more intelligence and more flexibility and that is where finance can possibly function more you know i i say that in future a ai will be helping how the bills are being passed at parliaments right but i i believe data science and i should already be helping right now to make a business and finance the decisions if you look at that how companies look at financial models is very different like amazon has a seven years understanding of an roi right while few companies have a shorter cycles if you are an organization we're still you get we're still there are funds available unused and how can you possibly use that in a more agile fashion is important those era of i need to have all my finances locked when you're in advance possibly are fading right things are changing so fast exactly and not just them right let me also give example of legal teams so there are a lot of projects that you're looking at and across all the projects with this new regulation coming in gtpr privacy policy ccpa there is a need of consent management and privacy processing and this can't sit every time with a new project when you're starting with a new project you need the services coming from the support function that whatever you're doing in terms of a digital product or digital services use this apis for constant management use this for privacy policy so that they as an SME can own and govern so commercial teams are more free to really focus on the commercial part of it and not as a product team worry about all these aspects of you know finance legal quality regulatory because all of them has to come connect it and make that moment that matters possibly so there are a lot of use cases i can go on but i again say that you know finance hr legal are very very core to it wonderful and i'm hearing you saying like a seamless experience here to to kind of for all drive towards the moment that matters i remember me for uber whenever i get of the uber that i don't have to pay with the kind and so on just having to just go without waiting is kind of impressive and making the journey very pleasant i have a question sorry can i sorry i just double click on your uber example right so i give this example a lot imagine the previous taxi experiences right in the previous taxi experiences all the power all the understanding was within the taxi driver right that person he or she possibly knows on which are the streets but uberization has changed things dramatically it's a transformation completely which is irreversible the same way support functions have a lot of small pockets of deep intelligence which are powered within few humans how can that be uberized so that the entire organization at scale can take advantage of it awesome awesome and i'm getting one question here from daniela and she said basically i work for in a company that is not a digital first so what we are discussing and we have some digital product teams but we feel like we are struggling to to transfer to to our digital transformation to areas that are totally analogical so how do you transform the areas that are not digital native and sometimes people would say the legacy that organization have sent to be what is being more like slowing them down or stopping them from moving any any insight you can share with daniela that's a great question and you're not alone right a lot of us go with the same problem it's not that every part of the organization is digitally transformed right you know it is happening in different pockets and and i and i have an empathy and i can feel exactly what you're feeling right now i would say practice three tips number one is literally do a technical debt project because legacy systems and technical debt does slow you down right the experience is as good as the technology line underlying behind it so figure out where you are from a technical debt perspective if you want to do this but your system doesn't support it how will you be able to do it if i want if i want to make a table which i'm sitting on and i have all the wood up out there but i don't have the tool which is the screwdriver to really make that ikea table i can't do that with my hands right the same way if you have a good understanding you need to have a technical debt project to be taken care of second part is always focus on how can you increase willingness somebody's willingness to pay so with your digital products or or the services that you're possibly doing a lot of time teams go in the perspective of how can we sell more but can you enable compliments with digital so with the same number of units being sold people are able to pay a bit more for it even if you get a small increase out there that's a solid use case which will help you get more funding to invest on that thirdly is you need to be very ruthless on cost savings right so you need to also increase the value so you can do more is by showing the savings for example reducing churn can save you thousands to millions of dollars based upon your kind of business models even saving one person of a churn can give you a dramatic huge advantage out there so say where you can possibly save on those costs if you are going and talking to the c-suite or the leadership look at a matrix google that up across called roic which is return on invested capital i can tell you the leadership love that matrix right on on what is my return on invested capital how is that happening year on year roi is more about your cash flows without a key time measure but return on invested capital is something which a finance team will love and will give you those possibly budget around that and if you're not digital first that's absolutely okay again i'm saying use technology with creativity anyone anyone can learn to use technology but it is who you are defines how you want to use the technology right and and that is the key factor around it is try to look at the culture and why i'm saying that you would have heard about this that the culture eats strategy for breakfast i can tell you culture eats transformation for a snack right so also look at the culture because if you are doing the technic project if you are going focusing on the right matrix you are able to save costs you're able to show that you can with the same products which are being sold you can charge a little bit more so you can have a funding to prove and invest on your different projects around that but if you don't have a culture of collaboration which is not giving out your new ideas uh that all again fails right so if you are not digital first number one thing to be addressed is culture and the culture can start with your team it doesn't have to come top down i always say it it can also start bottom up you can be the pivotal factor changing that because now you have an access to talk to be a leader to be a visible person across the company make those changes which 20 years back and employ in a certain location at an office that could not make that difference so use that opportunity and go for it thank you so much Raul i mean i i like the analogy so transformation will be eaten as the as a snack right so it's not a full meal yeah okay going back to the culture point maybe if i can add something for Daniela on your cultural point you know people talk about what would the transformation means for the individual as well so what would it mean for the people that would would go through that transformation and how their aspirations or their desire would be connected to that transformation and what would change as a result so i've been listening a lot recently regarding the cultural aspect and people are really emphasizing the notion of trust that people basically whenever you are a leader or you are talking actually what you say is what you do so working they talk and i had to say that saying putting the signal to left and then turning right is not a recipe for creating that trust within your teams so this is quite interesting there's a second question because you mentioned strategy here and that question is coming from Srinivasan and he's saying let us helping you understand how to frame alerts to enable identify the gap between strategy design and strategy execution so basically what alerts warning early signs we need to help address what we designed so maybe if we think about the transformation that we intended and the actual execution of that transformation and related to that is are there any matrix that one could look to say that the strategy is giving results so the transformation that you're leading actually getting some results absolutely though that's that's great i think all the matrix i touched on the roic again because when you're doing transformation initiatives you will be requiring a lot of capital right so there will be expenses but you'll be requiring funding for a lot of capital which have a different way how finance looks at it so look at that as a matrix i'll talk more on the matrix but strategy right strategy trust me is simple but seeing a simplicity in strategy that is a whole different world altogether right and how can you see the simplicity within that i will give you two tips the first tip that i've learned and you should treat this book called driving digital strategy by Sunil Gupta and where he talks about a concept called network effect right usually if you are trying to do things from a corporate perspective right which is all about driving scale and what you are doing at one place you can then replicate across in different places across you need to create that network effect what is network effect network effect means whenever you do any program or initiative whatever you're doing as more and more people are joining that initiative every one sees value of it for example we chat or whatsapp right we all maybe on we chat and whatsapp yes they are better more private platforms maybe like signal but not all of my friends are there so i'm still using we chat or or whatsapp look at look at peloton right they have peloton plus so they have a service which is a network effect that you cannot only do a treadmill or cycling but when you're doing that you're doing with a group of people and as more and more content comes in that feeds in more and more for your capital to be invested possibly around that so the number one is understand the network effect right look at amazon does network effect beautifully amazon has amazon prime amazon video though their major money comes from the aws part of it but they have so many complimenters that they are that their possibility and that comes me to the part of complimenters if you are doing a strategy from a network effect perspective and you're able to say that if i'm doing this and as more and more people joining they will all see more benefit they will be spending less while you will be getting more and more capital to invest continually on creating more complimenters complimenters i think which again uh it's like a refueling your network effect so you create a network effect start seeing value people start joining from different division different support function different teams and then you create complimenters uh for example one of the projects that uh that we did uh it was all about design systems and we create a complimenters called accessibility if you're using our design system to create products accessibility come as a given because everything is accessibility tested if you're using a design system you can then also have e-commerce in any of your product if you're using a design system uh you can create your own teams it means you can give the color and shape that possibly you want around it if you're using the design system you have an onboarding that is very easy so any of your any of your creative agency and possibly people can look at it so i would say just two things understand can you create a network effect and understand do you have enough complimenters to feed into that network effect that's the only tip i can give you which can drive that irreversible transformation because you need money you need funding to keep fueling that transformation right and and if you can crack that understanding how you can show that so that you can constantly get that funding feed will literally enable your strategy and showing that and if you do all of these things you can increase your willingness to pay so customers willingness to pay will increase your suppliers willingness to sell will decrease right so imagine if you can sell something at this cost and now the customers are able to pay you this much you can go and acquire those near customers those customers which are always sitting around but they never they never want to pay you because they never thought that they you should be demanding that amount of price but with your network effect and complimenters if they're if they're coming here you can clearly showcase not just people are able to willing to pay more but you can also go and acquire more customers so once you start this network effect it doesn't stop if snowballs are a cross organization and trust me that will be something that you would be known for wonderful I'll throw in two questions here two question in one I mean of course you've been with transformation space where what what initiative you've led or you were part of that has given you the most satisfaction and as you're talking about that I want to also you to share with us what leadership traits you find has been most useful in leading natural summation so first your experience and the satisfaction and second the leadership traits that you've seen being useful though absolutely no thank you I think there are a lot of initiatives that have been a key part of I would just name possibly two yeah just one is good yeah just one I would I would double back on so one of the initiatives that we did in a traditional IT organization is to implement a design system across the company now usually these design systems are seen in facebook's and paypalts of the world right and but if you look at that that if you can if you really want to decrease organization-wide waste a lot of waste on digital is getting created because of design waste and dev waste and because of there's a loss of waste created from design and dev snowballs are the waste for example when new things are being silently designed new things have to be silently developed then new things have to be quality tested regression tested medically looked at and everything happens around that if you are able to give your organization a system of Lego blocks where they can go and build the products you have you can enable rapid prototypes you will see just by enabling them a system and by giving a culture of rapid prototyping you're making that major difference so that's why systems thinking is is very near to me and design system one of the key projects that have been a part of is something which is truly wonderful I think it has given that network effect it has created that compliments we have a clear understanding of the next compliments coming in 2022 so people see this as one initiative across the organization and how everybody is becoming a part of it and as more and more people are getting part of it it is getting stronger and stronger and more robust so yeah so design system I would look at it highly recommend I mean it's a healthcare company design systems again is a very digital native but why not digital native culture can also be involved in traditional company and it is more it is more crucial here because you can drive it at scale across many regions and hundreds of countries what leadership traits I would say one of them is really really embrace ambiguity I mentioned wuka in the earliest a is the most important part is you know complexity you can solve you can make things simple uncertainty you can do a lot of research and understand trends use a lot of data science volatility you can get used to it because we are working with agile and if you change that ambiguity is you just don't know where to hit your problem right so understand to embrace ambiguity and how you can embrace ambiguity by upskilling yourself on design thinking and service design just these two things simply these two things if you can if you can upskill yourself on design thinking service design and I'm saying these two skills are not it's just like learning a swimming right so Tyro you can teach me swimming in theory I will learn it but the moment I take my first ride maybe I'll drown right so these skills have to be practiced across your project over and over so that you can perfect the art of it and if you can have this mastery on this two things service think service design and design thinking it has trust me nothing to do with design just like how digital transformation has nothing to do with digital design thinking has nothing to do with design it is all about the way that you can embrace ambiguity another leadership trade I would say is ability to say no and create a culture that people can say no in digital transformation there is a lot of noise right you should be able to clearly segregate the noise from what the right thing to hear about is and and how you embrace that so how do you embrace that right you can embrace them number one by having a curiosity for evidence I'm hungry for evidence and how can you be hungry for for evidence because you need to support experimentation how can you support experimentation because you have the design thinking culture within your organization I would say last two things in terms of leadership trade one is sense of urgency you have to create a sense of urgency you have to do it it's not that yeah we all are in digital transformation bring it on we will see what happens in the next five years no it has to start today you need funding for it this is what your plan of action is this is a team you need for it these are the talents that you want to acquire it you have to create a sense of urgency and how do you create a sense of urgency focus on a company's purpose a company purpose will give you roots it will give you stability it is timeless it is inclusive but that will give you the sense of purpose and if you have that urgency drive that by having a simplicity don't confuse people digital transformation can be very confusing again as I say if it's not irreversible it is not transformation so don't confuse people that this project is also transformation we have hundreds of projects happening digital transformation now then you're doing it absolutely wrong yeah so simplicity urgency is very very key yeah I'm liking it and I'm not part of your team but I could sense is a strong passion in I mean in you talking there and I could feel like that passion is also a stronger a stronger engine to help us drive the transformation within your organization so thank you I feel excited actually nearing your year we have two more questions coming from me a lot of openings yeah and actually I'll go over to the last two questions as we're nearing the end here and that question is coming from Richard he's saying of course very happy to be here and what do digital's first savvy teams in healthcare deliver to patient and physician how how can we transform from internal driver to stakeholder value in healthcare sorry I was absolutely yeah yeah that's that's a lovely question right I would say something I referred to earlier as well is early digital interventions again will be the first line of defense not the pills but how do you enable these early digital health interventions you need to capture early signals and if you're from a healthcare perspective if you're able to diagnose people early you're able to save a lot of lives and you're able to let a disorder not convert to a disease right if you're able to detect people earlier in diabetes in therapies like vertigo in therapies like mental health uh and they're and they're and they're various ones across it's all about how can you get people early so that it it further reduces down the cost of treatment because getting diagnosed early understanding your signals understanding your measures early it can really reduce down the overall cost of diagnosis it's the right thing to do and also so customer sees value because you are moving from a treatment to also a management perspective of it a lot of disorders I see and this is my personal comment right not coming from my company but I believe a lot of a lot of illness around they are they are happening because of lifestyle disorders and usually those could be managed if you if you start taking pills you'll be on pills from for possibly a long time but a lot of these could be managed and I see a lot of companies in healthcare and health tech including where I work from is very focused and dependent upon getting those early signals how can we help patient reduce that overall cost of diagnosis so that it can become affordable accessible for all right healthcare is something which everyone needs it has to be made accessible you can't make accessible by just reducing things but you can really make it accessible by doing the right thing which is which is let them know early so they can take the corrective action very very early on and it's easier said than done because every therapy is so different every research are so different they're not enough clinical trials in different places so you need to invest in a lot of that and that is where a lot of work is happening across the industry and I'm so proud so proud of where the space is possibly working on excellent excellent so as we close now of course I'll give you a big chance as the last word what advice would you share with aspiring executive when it comes to I mean the transformative world but with questions again we're running out of time so we wouldn't be able to take all of them but we thank you for asking the question but we'll end with this question like in terms of what advice would you give to sitting an aspiring executive number one is think responsibility is freedom it's a paradox like how can responsibility be freedom but yes it is let me give you example if you believe that you can impact climate change and is that is your responsibility you will do everything because now it's a responsibility we give you freedom for everything to go and impact climate change it will give you power to do the research invest your time on it maybe leave your job only do the same thing the same way it's digital transformation if you believe that is your responsibility you're not a SME you're not a support you are it is your responsibility whichever organization whichever function you are on for your team it is responsibility of digital transformation it will give you that freedom so take that responsibility a lot of time you always think well transformation is somebody else's job no take that responsibility start that talk start that conversation and second tip is is your transformation initiative bold enough are you thinking incremental even if it's irreversible are you thinking incremental or are you thinking forex so invest on what can give you that forex returns and not just incremental and that will help you for a long pathway so that you can think very differently and that is again where it connects back to if you are responsible it will give you that freedom to do that forex thank you so much Raul here and thank you all for joining us across the world here we are again at the end of this transformation talk and I hope again as we're thinking about the people that are not digital native or functions that are not digital native we just heard the case that there is room to do more things there so I would like also to thank my colleague Yavnika Khanna who has been the curator of this transformation talk so and the version here would be recorded it is recorded so it will be made available in our youtube channel as well so if you like it you enjoy please let us know and we look forward to the next one most likely in 2022 have a great one thank you everyone