 Well hello again everybody first let me start by thanking Ricardo and the team here at Brightline as well as from PMI but more specifically the team Des and Stewart from Thinkers 50 who recommended me to come and spend time with you guys here and the team was nice enough to say yes so so I wanted to thank them first and foremost for having me. So this presentation is quick it's 15 minutes but I'm gonna sort of walk through a couple of things you know I'll start by saying that I have the pleasure and benefit of working for Salesforce and if you step back away from what we do there is no coincidence that we are one of the best places to work in the world globally we're the fastest growing enterprise software company and also we're named one of the most innovative companies in the world those three things in combination are what make us so powerful and that is really this sort of journey of culture as you heard from my panel discussion earlier this morning I really pivoted towards the people side of transformation and less about the technology but in this one I'm also going to pivot one more time in my book growth IQ one of the very first stats that really set up the entire body of work that I did in that book was something from Bain and it goes something like this I'm going to ruin it because it's many sentences long but the net of it was for businesses larger than 5 billion it was in the high 80% range for businesses smaller than 5 billion it was in the middle 90% range that executives felt like the reason they were unable to maintain sustainable growth was internal inertia not external forces outside of black swan events but I'm talking about really harnessing the power of the culture and how do you change that as I said earlier you know sort of change the tires on the car when it's going around the track especially if it's a formula one car where you're going very very quickly and you obviously have customers that you're trying to solve to serve and so this combination of things is really what transformed my thinking and and now what I get the opportunity to talk about as I as I travel around the world so the first one and I land at a sort of work is changing this sort of collaborative remote workers the gig economy there's nothing that looks similar to when I started working or when I started selling I started out as a quota-bearing sales rep selling technology some 25 years ago and I moved up the ranks running a division finally at Gateway computers for those of you who remember Gateway and I got there right as the stores were closing and we started to move everything into partnerships selling through Best Buy and Comp USA which Rita sort of mentioned earlier about how that pivoted and tried to create things that we had been pushing for some time but really where I started to see this change happen was when I spent the decade at Gartner where we were watching massive organizations struggle with how do they empower their people to work and this is yes it's a technology play yes obviously from a service and marketing and sales perspective those are all customer facing but where we really pivot to is for us as an organization is that we don't make decisions about how we work where we work what we do unless there's a customer behind that decision and so work is really about how do we align ourselves to the goals of our customers because ultimately our customer success drives our success and so this work changing conversation is really been highlighted today you know dealing with disruptors how do you do that how do you do it at what we now say is this pace of innovation and time that is happening but ultimately when work changes we have to think differently about how we hire how we recruit how we train how we onboard how we create teams how we measure how we pay how we compensate how we incentivize our our individuals but ultimately it's about making sure that we have equal opportunity across all of these pillars as it relates to the people who work for us every single day the second one is competition is increasing there is no question that competition is increasing and it's coming from everywhere you know if you look back in time of whether it's Dollar Shave Club whether it's Airbnb whether it's Uber sort of all the examples that have been given earlier today one thing lies in common in my mind right we want to make it as easy as buying a book on Amazon that changed everything it was how do we make what we do as easy as buying a book so the question would be how many of you in the audience have purchased something from Amazon in the last 30 days everybody's hands go up now I would then say how many of you went through the training on how to buy on Amazon don't raise your hand trick question right you didn't need it but what did it teach us people who bought this bought that the recommendation engine drives some 30% of all of Amazon comms revenue so that then trained us that if we buy this and it needs batteries it's going to remind us and you end up leaving Amazon comm with far more than you showed up to buy because it's masterful it's saying oh but you need these three other things oh I didn't know that okay let me get it and if everybody else needs it and they have five stars and now I read reviews and other consumers or businesses are saying that it's similar to me I then say okay I want as well and then that made its way into the B2B world how do we create these experiences that we now have in the consumer world and translate that to business because if it's going to be harder it's harder on our employees a la work is changing and we will get beat from a competitive standpoint so this competition increasing is is that it's coming from everywhere and that's really the driver of why you would transform I know this is an age old comment like ask why why are you transforming are you transforming to drive down costs are you transforming to improve profit are you transforming to modernize your data center are you transforming to improve employee experience are you transforming to improve the experiences your customers have with your company like why are you transforming and I'm going to go back to the brands that are hype in this hyper growth mode that have really disrupted industries have always done it from a customer experience generated decision-making process we want to deliver these very compelling and easy experiences that string their way through everything that we do and that is really where the game starts to change because customers we all are now far more empowered in our personal life than we ever have been before and we don't leave that empowerment when we walk into work and so if you say work is changing competition is heightening and then customers are more empowered you know you could say that that is really where the rubber meets the road because that is where brands are winning when I see you know in my in my my opportunities to travel around the world so you know I probably and do maybe about a hundred of these kinds of events a year some more in the world and I hear these conversations it's interesting you hear buckets of where people focus it's on the back office making streamlining making us more much more far more efficient then I'll hear people talk about well it's a culture play like what are we going to do how do we bring our people along this journey because we know this is the direction we should be going in and this third bucket it is really where I spend a majority of my time is this customer driven innovation outside in listening through the voice of the customer of where and how you can actually have an impact and have really great ideas infiltrate your organization from all kinds of locations and so I'll just give you an example in our organization so depending on whether one of our most recent acquisitions goes through you know we have 35 40,000 employees ish and we're big and we're growing quickly and we're expanding globally and we're getting into new areas and avenues and I happen to sit in a team that has four key groups one is analyst relations which should tell you sort of how I got here but analyst relations right so the gardeners IDC's and foresters of the world the second one is competitive intelligence competitive you know sort of what's going on in the marketplace third one is competitive pricing sort of you know where are we falling on the pricing spectrum and making sure we're staying on top of that and the fourth team which is where I sit is this group of evangelists all four of those groups are externally facing the fifth part of our team is called voice of the customer also completely externally facing we are the canaries in the coal mine we are the ones that are looking around the corner to hear well I was at this conference I heard these three key themes if our customers which many of you are thank you right many of our customers are concerned about this how do we help our customers go through this transformation that actual comment came back to the executive team about two years ago and now we have stood up an office of innovation to help our customers on this transformation journey of moving from being very product-centric to being very customer-centric how do you change the culture what are things you can learn from what we have done and what others have done we've helped transform massive organizations from a global scale watching how others have done it and so that sort of externally focused team that brings that information inside is critical now you may say okay well your sales force your big 35,000 employees like how many people are in that team so the voice of the customer team is 11 people the evangelist team is five competitive intelligence is like nine Leon may say it's like 20 but it's probably like nine and then we have competitive insights it's probably about the same size and the analyst team is much larger but when you add that up let's call it 50 people so how do you harness all that information that the customers are giving us on a day-to-day basis global executive briefings these kinds of conferences one-on-one meetings emails how do you capture all that and actually put it into the process of are we transforming are we innovating are we investing in the right places because if it isn't customer driven why are we doing it is itself serving is it all about us going back to that Bain stat this internal inertia are we not doing it because we're afraid that we've always done it this way and while we get mentioned often as being very innovative you know and one that is cutting-edge we're 20 years old now so it's not like we're a startup we're 20 years old we behave like a startup it's all driven by this combination of the culture the customer driving this massive amount of transformation and innovation not only for ourselves but for the broader ecosystem including our partners because ultimately it is driving this transformation and the success externally because it's very obvious look if you have a sales organization that's a thousand people and you're this size and we help you grow and then you have a sales organization that's 1500 people who wins in that equation both of us do you win your success is our success so those three things so I use us as an example I wasn't going to but because a lot of the questions this morning I saw going up and down were sort of how do we do it I wanted to make sure that I tied that in because those three things are really critical to the success matrix and so at the end of the day this is the other thing we hear look I'm an employee you're telling me to focus on nine first I have all these priorities it's this crisis of prioritization what am I supposed to focus on am I supposed to do this am I supposed to get the customer off the phone in a minute and a half am I supposed to you know send out a thousand emails what am I supposed to do every single day and it goes back to the stat I mentioned really quickly that there's some 900 applications in an enterprise and only 27% of them or so are actually integrated which means we are forcing our employees our people the engine of our growth to hobble through the day to do what to serve your customers to serve your customers because if your customers aren't happy they're not going to buy from you they might buy from you once they might not buy from you again and so ultimately we have to find a way that if you're pushing for transformation if you're dealing with massive disruption in the market if you're trying to deal with new competitors if you're trying to shift the culture it's all great in a PowerPoint but where it has to happen is that each individual contributor and this is what they're dealing with we are forcing them to deal with all this technology to help make their lives easier and we're hearing that it's just making it worse and so you know it was 2001 ish I was the beta client for a loquah which is sort of an email marketing tool and constant contact which is a which many of you may use from a newsletter perspective 2001 back then when I was the beta client there was like four or five other companies that look like that there are 7600 marketing technology products that get tracked today 7600 like there is not a shortage of technology and I go back to the fact that this is about people this is about process this is about transforming in a way that your people can absorb it can respond to it because otherwise they don't know where to focus maybe so we can't afford to slow down so you've got competition you've got people you've got changing of work overwhelmed amount of technology that can solve this we have to figure out what are the things you need to do so the first is sort of building this culture of action but it can't just be hard charging without the right metrics to allow your people to fail learn and iterate I cannot stress that enough if you don't have metrics that actually track failures as well as successes then what you're telling your people is they can never fail otherwise you have this culture of stagnation we've always done it this way so we'll keep doing it this way we tried it five years ago it didn't work so we're not going to try it again or that's not what our competition is doing so that's not what we're going to do you have to find your way to this culture of action you have to create a way in which your people can be successful and here's sort of four quick steps you know I could obviously many of us could talk about this all day but here are the four it's about being connected working anywhere anytime it's about empowering your people to do what's right for your business and for your customers and for other employees about collaborating across the aisle in different groups and organizations and breaking down those silos and threading data between it and then obviously innovating those four things while easy to put on a slide are very difficult to do simultaneously and at scale so with that I think the last lessons I'll leave you is we have to figure out how to break down these barriers functionality has to outweigh the outweigh the norm got to think about what are the things define the purpose why are you doing it why is it important what are the things that people will get by doing it and making these personal transformations and I know you're going to hear from Whitney Johnson later and she's masterful it's sort of you have to disrupt yourself if you're willing to disrupt the business and be engaged and lead by example it starts with this room our stories and our experiences help shape the direction and be sort of the true north for the people as they go through their own compass of development so with that make it fun so I hope you have enjoyed this quick session that I've done and once again thank you to the team for having me and for all of you who are Salesforce clients I thank you for being our clients and I look forward to seeing you in the remainder of the day thank you very much