It's still plus politics and today we're looking at the health sector in the country as we gear up for the elections come 2023 and as we decide who we pick to lead us these are some of the issues that we also need to consider or have at the back of our minds and in the studio with me is Dr. Korobot and online we have Dr. Alera but both of them medical experts and we've been talking about some of the major issues bedeviling the sector. Dr. Alera before you went off you were talking about the fact that there are not even enough trainers for those who might be you know ready to be doctors and I'm even wondering with all the strike actions that we've seen with universities and all the guys who have to do house man ships and then become resident doctors this there's just a lot to deal with in that sector and many of us might not necessarily understand the realities we're very quick to knock doctors and knock hospitals for poor performances but then now we have an opportunity to dig deeper into some of the teasing problems if not some of the things that have really really crippled the health sector but I always like to not just look at problems but solutions. We're seeing a lot of people asking for our votes some of them have even said that they would you know turn water to wine if given the opportunity. What should the average Nigerian voter be considering if they ever have to be in a parlay with these politicians what should be the questions that they be asking especially knowing that anybody could end up in a hospital and this could be their fate. That is actually the crucial question that we need to be answering and something that for me is very important. You see I tell people now in the last three months I've had to tell people don't do anything silly or unsafe or anything because even if you get into trouble and you need a hospital or a doctor I don't know where to send you and you know it actually stops people my friends in their tracks when I tell them that don't call me like there's nothing I can do for you.   So you said something you said oh they're all promising us and telling what time to why. The truth of the matter is that in an emergency situation you are going to end up spending a hundred times more money than you would have spent if you had planned and prepared for such a contingency and that is what the majority of Nigerians are finding out that it's happening. They are now going to places where they get to a hospital and they tell you to put down three million Naira. Can you find three million Naira on a hop? Who do you call? So we have to now wake up and really face the conflict. This is not about ethnicity. This is not about whose turn it is. This is not about this party, that party, north, south, east or west. This is not about the color green, red, blue, black or polka dot. This is who, what can, what do I need to put in place to ensure that we're going to get good leadership that is going to look at square in the face and be able to change the situation that we are facing. And that is the situation. I don't want anybody telling me about telling what time to why. I don't want anybody telling me and that's what they've been saying. Dr. Korobo, bear me out. When M.G.C.N. came and said that, oh, we'll tell the universities to take on twice the number of students who want to do medicine. Who's going to teach them? In which classroom? These are harsh realities we have to face. We are going to end up paying 10 times more for health than we were paying a year or two ago. Yeah. Talking about paying payments, talking about, I'm so sorry to talk over you, talking about paying payments for health. The President recently signed the National Health Authority bill into law and I'm going to get both your thoughts on it. And the President said that this was done to achieve universal coverage. How much cover does this National Health Authority bill and, you know, some of the, I mean, we've had NHIS, we've had so many schemes. I don't really know how successful those schemes have been. Dr. Alera, would you care to answer before I come back to Dr. Korobo? I would, I would, look, let me be very frank and honest with you. I am Dr. Alera Roberts. So there I can wear green dress. Tomorrow I can wear blue dress. And the next day I can wear a red dress. I'm still Dr. Alera Roberts. What I can do, I can do. What I cannot do, I cannot do. And that's my opinion on the NHIS. Oh, wow. Okay, that's incredible. It is the same wine in a different wine scheme because we're using the same systems, we're using the same people with the same mentality, with the same attitude, with the same lack of governance. What difference do we have? So you're saying that it's, it's, you know, it's not necessarily going to change anything. It's nothing new. Has it changed anything? This has been almost a few months later. Has it changed? Dr. Korobo, first of all, I, I share. I still have to go to the hospital and cannot access care. Just find the fact that they have NHIS. And that's only 3% of the population of the country. Well, first of all, I share Dr. Alera's passion. And honestly, I am with her 150%. You know, when she speaks, you can hear the passion in her voice. You see, there are some key realities here that we must take time to understand. When we say you have one doctor to 35,000 people, 45,000 people, let me make that simple. It means that in Lagos, for example, here, you would have access to doctors in Leckie, in VI, maybe Nikeja. But in other areas of Lagos, you will not see a single doctor there. And some people have to travel far just to come see a doctor. This is the reality and we need to understand the statistics. You know, if you live in Leckie and you live in VI, what are they talking now? There are hospitals here, hospitals there, but go further down, passenger. You're going to find places where you drive for 15, 20, 30 minutes. There's no hospital. There's no doctor. So this is the reality on ground, the ratios. The aspect of not graduating any medical student, we recently graduated 2010. Yeah, that's they ought to have graduated in 2010, 2015, 2016 sets. This is 2022. The most of the people that just graduated, I'm talking about University of Portugal, for example now, ought to have graduated in 2020. So two years later. So you need to understand what she said. Parents are celebrating that, ah, my daughter or my son just graduated. And Dr. Leroy is telling you they didn't, I don't understand. I'm explaining to you that the people that we just graduated have been in medical school for eight years. Eight years. We're lecturers. I'm telling you a fact. And what is the reason for? Well, the reason is, like she said, systemic failure, the ASUS strike, a lot of factors not in place. You want to make sure that these doctors you train have the necessary skills, have acquired the necessary skills. So so that's the first fact. Now she said there that 50 medical students wrote exams, UK board exams and they passed. It is a fact. It is not stories where I lecture almost all the students have passed their club one. So they are leaving. That's the point I'm telling you from 50s, 60s, they are already planning to go. So these realities are very, very serious and we need to, we need to be able to face them for the aspect of the National Health Act and the Universal Coverage. Look, the NHS pays 750 Naira for a person. 750 Naira. NHS pays 1,500 Naira for you to see a specialist. These are our realistic values now.  The NHS would offer it at 1,800. So what happens? Patients are registered. The few patients that are registered under the NHS go to the hospital that are not giving any care because the figures that NHS will pay is not commensurate with reality. And so like Dr Allero said, we are dealing with a systemic failure. This is not about politics. It's not about, you know, like she said, ethnicity tribalism. We are talking about facts here. Which of the presidential candidates have a grasp of the reality in the health sector? Well, I was having a conversation with the representative of the Spokesperson of the Buhari government and he said, well, I mean, the vice president was sick and he was treated in the Nigerian hospital. That's his start. Well, the vice president was sick, was treated in a Nigerian hospital that is beyond the reach of the average person. He was treated at the duchess, part of the Reddington group. How many people can afford the care? Can we now have the bill of the vice president? How much did he spend for his surgery? Or his care? You know, so that's the reality. How many people can afford to walk into the duchess and pay? The other aspect you mentioned about gunshot injury and all that, you have to understand that health care itself has, you know, gradings, primary, secondary and tertiary. Now, any serious government at the local state or federal ought to understand that the government hospitals can do it alone. So you need private sector and you should be able to categorize them and make it public. So we should be able to know that if you need interventional care, you have a heart attack and you must. These are a list of hospitals you can go first of all. Because if a hospital does not have the equipment, the personnel to handle the gunshot injury, they have no business handling it. So our health sector requires a rebranding different from every other sector of the country. We need people with clear minds, clear vision, experience to step in and help the health sector. Remember, I told you that the COVID made it clear. How many people drove their big cars during the lockdown? How many nightclubs were open? How many restaurants were open? How many schools were open? If we do not have good health, where will we be? What is our maternal mortality indices? Let me break these indices down to you in simple English. Out of every 1,000 women, five died. And you and I know that these indices are not correct. We know that more people died, but they are not reported. So a woman carries a baby up to nine months. Time to deliver, she dies in the process. So we have a lot of facts that we must calm down and understand. You see when women give birth and they go to church and they give thanksgiving, it is serious. They have just escaped death. And these are all, obviously, according to you and Dr. Alera, but these are all signs of a failed system. But let's talk about the World Health Organization's ranking of Nigeria. We are the fourth worst healthcare system in the world. I am very ashamed of that. But that is not flat. That is quite flat.  And I want to ask this question to you and Dr. Roberts. Getting a good president or a good leader or a good governor or a good chairman, does that automatically solve the problems that we are having in the health sector? Does that mean that, oh, well, we now have a good leader, so everything is going to be fine and dandy? Or where do we start? Dr. Roberts? Well, well, obviously not. And thank you so much for, because you could hear me, I'm a person who lost a friend and hurt and pain. Like I said, there is no member of the healthcare team that can be changed in under five years. Four, five years. And you are very correct. I have students in final year medicine who have been in medical school for 10 years. They have not repeated a single class. Two of them have not even failed a single exam or in cross assessment. It has been strikes that have delayed them. Those students have passed lab one and four of them have passed lab two. They're not even waiting for induction. They're gone. There's no way you're going to build a new healthcare system in under 10 years at the minimum. Because you now have to go back and realize that look, even from secondary school education, you need to be sure that the students who are going into the health sciences and I'm talking about the nursing, physiotherapy, pharmacy, biomedical engineering, medical lab science have the requisite primary secondary school education to get into those courses. And we are building from there. Wow. So how is it that we have to actually sit down out the country and decide that this is important for us and we're going to do it in such a way that whether it is a module or not, who is in power, the process continues. Okay. All right, Dr. Robert. Finally, Dr. Korobo, I also just want to quickly squeeze in the issue of wages for doctors. There have been many calls, several calls for government to look into it. And I mean, the issue of wages for a lot of people, including ASU, this has been a running battle with governments and not just the Pahari administration. I always like to emphasize successive government. So talking about that and good leadership, because we can have a good leader, but is that enough for us to deal with the system? She says we might not even get in 10 years, but where do we start? Well, I think first and foremost, when it comes to the wages ASU and doctors, we are both ASU members ourselves, as well as doctors, I think that the first thing here is to pay what you value, the value you give to a particular sector. One of the ways you can express these values by wages. There are many other ways, of course, but by wages. The wages are not enough because the economy is bad. The wages are not enough because few right now is somewhere between 250 to 280. Most of the lecturers have children in private schools because the government schools are not bad, the hospitals are not working, so the wages are bad. So what I'm saying here is that if you want to make these wages have value, every other thing around must have value. The health sector, the education, security, all these have value, then the wages will make some level of sense. For the aspect of leadership, where do we start? I think that we need leaders that are homegrown. We need a leader. The health sector will improve at the state level with a governor that has the right team and the right plan and understands that right now, today, you need to press the start button. She's saying 10 years, I think 20. I think 20 years. So 10 years is very nice. I think 20, so but it will be nice for the start button to be pressed and to have legislation that binds it so that whether party A or B comes in, we don't press the refresh button. What has happened in our country over time is that every government that comes clicks on refresh. So they don't look back at what successive governments have done. They just press the refresh button and start all over again. And in the health sector, this is very dangerous. Imagine a health sector where a budget has been brought to build a primary health care center and train setting personnel. A new governor comes in, a new commissioner comes in, abandoned project. At the federal level, the federal level has to understand that the tertiary hostels are the last hope. Now if you have money, you wouldn't send your children to a government primary school. This is the reality. If you have money, you will send your children to a government secondary school. If you can afford it, your children will go to a government tertiary school. But all of us, whether you're in private practice or not, when things get bad, the center where we all believe you can get that care is the government tertiary centers. Even the top tertiary centers, privately owned, would still refer patients to the government. So we need to get that right. And the government has to understand. Well, I want to say thank you, gentlemen and lady. Dr Aloha Roberts is the Vice Chair of the Association of Public Health Physicians Lagos Chapter. And Dr Ibitro Kemi Kurubo is the past chairman of the Nigerian Medical Association River State Branch. Great conversation with you guys. And I'm hoping that as we get ready for the elections, these kinds of conversations will continuously be had because Nigerians need to be informed. But thank you. Thank you, Dr. Roberts. Thank you very much, Dr. Kurubo. Thank you for having me. All right. Well, that's it on the show tonight. I'm Mary Anna Korn.  Happy holidays and have a good evening.


Hey there friends, thanks for checking in today. We're looking at a Springfield armory 1911 TRP tactical response pistol many people consider this Equivalent to a custom 1911, but it's not a custom 1911. It's been around a while and People say they love it. The owners of this really rave about it They say it's just such a nice shooting handgun and I've taken it to the range on a couple occasions And I have to agree it is a nice shooting handgun If you go with this you get this very nice carry bag Right and inside also includes g10 grips. So if you go with the g10 grips, these are coca-cola grips That's what comes installed, but it will change the look and the feel. I Have several 1911s with g10 grips. I kept the coca-cola on there for example Here's a Springfield operator with very nice looking Flat dark earth g10 grips.  You can see that it has forward serrations Tridium three-dot sights. Let me get this out of the way Tridium three-dot sights. It also has an ambidextrous thumb safety. It comes with two seven round mags and a flared magwell All right, and so that's a that's pretty cool You don't see that too often on 1911s. Maybe some of the more modern 1911s I mentioned this has been around a while and I have to believe like over ten years And it is so well reviewed by many people who have shot this gun and that's how I felt I took it out. I was like, whoa, this is a solid Shooting handgun the trigger is aluminum Breaks right around four and a quarter pounds on my scale It's a very nice trigger with your standard very short 1911 reset if we compare it to a More modern. This is a springfield armory 1911 operator. This was released this past year and we'll see that you know it has the G10 grips if we look at the Forward serrations in the forend. You'll see that they pretty much mimic each other where the TRP stands out is that does have rear Tritium night sights as where the Operator on the right has two dot sights and a tritium front dot this all three sites are Tritium both have ambidextrous thumb safeties and the checkering on the mainspring housing You'll see this doesn't have any this is checkered at 20 lpi lines per inch Line per inch as well as the flat mainspring housing. So it's a very nice shooting handgun once I Shot it. I was like this thing is really like match grade and it is true because everything on it is Match grade and you know, we've come to expect that from many 1911's but some of the Some of the ones out there really don't have that. So this is a very clean the lines are nice Very tight. No play whatsoever You're not going to find any type of wiggle wobble or any noise when you like it is like really a solid handgun extended beaver tail Nice ambidextrous thumb safety a lot of shooters may like that and there's a look at the business end At the range. I was very much pleased with it I held it just a little bit above The center hold just a little bit probably inch and a half above a center hold put me on target pretty well and We'll see you we'll see if you ever shot this gun Maybe you'd feel the same way but when I look at the way these two Perform I love this gun too by the way. This has a rail This is also available with a full rail and this is California compliant That's a question. I often get people say is that thing on the roster? Actually, it is it also available with in stainless and with a full rail And it comes with this cool bag Alright, which which is always a nice touch to mags and wrenches and so forth as well as G10 grips if you go with that or just go with the coca-cola grips kind of cool either way You really can't go wrong, but there it is a Springfield Armory 1911 TRP tactical response pistol. It's been around a while It's got night sights. It's got some pretty good features to it But it really shines when when shooting and I certainly enjoyed it and if you if you've shot this gun Let me know what you think Because all of the feedback I have heard with it is that people love it They say it shoots itself like it. I've often said I've said that myself people. Oh, I think shoot itself well Perhaps you felt that way when you shot the 1911 TRP definitely a cool gun $1695 the MSRP on this one and I Have to say I certainly enjoy it at the range It does exactly what I want it to do if you like videos like this Please subscribe and share I always appreciate thumbs up button Thanks for watching and you guys be safe


Welcome to Brightline's virtual discussion, Mastering Strategic Transformation in Transformative Times. We have a rich program ahead of us, consisting of a short presentation by Edavandro Comforto, who is the Head of Strategy and Research at Brightline Initiative. This presentation will bridge over to a panel discussion led by Ricardo Vargas, the Executive Director at Brightline Initiative, with his panelist, Jeanie Bickford, the Senior Partner and Managing Director at Boston Consulting Group, and also Kit Krugman, who's the Global Executive Director of Women in Innovation and Head of Organization and Culture Design at Co-Collective. Before this presentation and discussion starts, we will tune into a short message delivered by President and CEO of Project Management Institute, Sunil Pashara. Hi there, Sunil Pashara here, the CEO of the Project Management Institute. And thank you all for joining today for this discussion on a very critical topic of strategic transformation during transformative times. And we are certainly living in very transformative times right now as all our organizations try to grapple with the effects of COVID-19 and the implications to our business.  And from my own perspective of having managed the transformation here at the Project Management Institute and also before in my career, I've learned a simple truth, and that is transformation is hard. And the reason why it's hard, because it isn't about minor adjustments, it's about big fundamental shifts that pervade the entire organization. And a failed transformation can come at an enormous cost. PMI's own research has found that the cost of failed transformations can be in the trillions. In fact, $2 trillion a year is wasted on failed transformations. And we have to think of ways to reverse that trend. So today, you'll have the opportunity to explore some of the biggest questions confronting leaders today. How can you succeed to drive lasting change in times like these? How can leaders successfully execute on transformation strategies? How can organizations use new ways of working and new technology advances like artificial intelligence and machine learning? And finally, what can we learn from organizations that actually get it right? So today, you're gonna hear insights from our Brightline team and some of their latest research and findings. Some of the key takeaways that they're gonna share, why some industries are pulling ahead and others are failing behind when it comes to transformation. Fast-transforming organizations are nearly twice as likely to focus on developing their internal talent. And even the most advanced technology organizations must have the right environment and culture to allow you to do a transformation. You'll hear more insights from thought leaders like Gene Bickford, who's the senior manager and managing director at the Boston Consulting Group and also Kit Krugman, who's the president and board chair at Women in Innovation. It's a perfect time for us to come together for this discussion. The whole world is changing very, very fast because of COVID-19. And the trends that we're gonna talk about have been super accelerated as a result. As a recent article in Forbes put it, we once saw the future of work unfolding over years. Now, everything we predicted about the future of work will unfold in months. We see it in society today as governments and organizations grapple with big challenges like, for example, climate change or rapid urbanization. And of course, like having to manage pandemics, this is all resulting in an explosion in the number of projects that are going on around the world. We call this trend the project economy, a global mindset in which work increasingly centers around executing projects, both large and small. And of course, any transformation project and change effort requires leaders to have the right skill sets and the know-how and master the details of getting work done. So let's use today as an opportunity to learn some new ideas and new perspectives, things that we can take back home with us to our work environment and apply. Thanks very much. So, okay, thank you Sunil for the message. So I'm gonna kick off now the presentation of the research. We're gonna share a few research background and main findings. And then we're gonna have a panel discussions with our guests, experts from the industry. And Ricardo Vargas is gonna lead this panel. And also he's gonna talk about what are the next steps in transformation. I wanna start this presentation with the main goal. So today we're gonna provide an overview of the takeaways from this research that we completed recently and we published in our website. I really encourage everyone of you to download the full report and also to take a look on the panics with all the data that we collected. Here in this presentation, we're gonna quickly overview some of the topics to fulfill our discussions with our experts and also take questions from the participants. We started this research mid last year with two main concepts as part of our fundamental work. One is what are the strategic initiatives? So we were understanding and define strategic initiatives those ones that are helping organizations realize their vision and bridge the gap between what is a strategy, what's on paper and the benefits and the deliver on the other side of this metaphor that we call the bridge. We also try to understand what is transformation? And for Brightline PMI, transformation refers to a more fundamental change, a quantum leap of cultural and operational shift that diverges the entire organization. So we are not talking only about digital transformation meaning organizations are implementing a certain type of technology, but also changing the culture, changing in ways of working in today's panel. We're gonna talk about a different perspective on transformation. And we started this research by interviewing 15 senior executives and Keith Grubman is one of them. So we are very happy to have her here. And then with a performance survey, a global survey and you with over a thousand executives around the globe and you can see here the percentage of the sample that covers pretty much different continents in the globe. Today I wanna talk about four main key takeaways for this research. And the first one is we found in this research that what are the high performance? What are the organizations that are performing well in a strategic initiatives? And those organizations, we found that also they are performing really well in transformation, meaning if the organization wants to succeed in strategy implementation, and in this case the high performing group is the group that achieves over 80% of the strategic initiatives, those organizations are also extremely efficient and fast in transforming their business, meaning that for every strategy implementation for every strategic initiative, there is no way today we don't see any transformative initiative that is required to implement those strategies or those goals, especially today within the global crisis we are facing. Many organizations had to change the strategy in a matter of weeks. And for those strategies, those goals to be implemented successfully, there is gonna be a massive need for transformation, either the way they work or working remotely, working in distribute to the teams or even changing the whole business model because now there is a lot of risks about continuing the way or with the currency strategy. So the next finding that is really key for our research is that high performance so they are transformed faster and they're using edge of ways of working. So we found that this speed is there is a relationship between adaptability and strategy implementation. So of course, this is not a new break to in terms of research, but there is a strong correlation in being adaptable in order to have the strategy implementation right. Organizations also those ones that have a lot of capability to adapt and also the speed to transform, they use consistent process and formalized process to implement the strategy and also to transform. And over 9% of the adaptable organizations have some ways of formalized process. We also found what are the top frameworks when you ask these executives, what are the frameworks these organizations are using? So most of them are using any type of agile project management frameworks or any type of agile ways of working. They also using a lot of techniques and process to define key objectives and how to align and attach those key objectives with results. Plus other more common frameworks that we know for many decades like balance scorecards, also design thinking be used for both transformation and strategic initiatives, business canvas, et cetera. We also found for those organizations that are really adaptable, they manage to adapt to their strategy and transformation initiatives concurrently. These are the key practices these organizations are adopting starting from review lessons, learning with from past failures, speaking and working closely with customers and users. We evaluating constantly milestones and timelines, analyzing talent and resource and we're gonna talk a lot about talent and leadership and it's simply modifying delivery process as much as possible. Also creating ways and adapting ways to deliver the strategy as the strategy needs to change. I also wanna talk about what are the speed of transformation across different sectors and this chart is very interesting and I would tell you that we finished this research before the crisis. I would tell you now that in terms of speed of transformation for the industry sectors now, probably this chart now is totally different. So you can see automotive, technology manufacturing companies, even consumer companies that are driven by the transformation rate. So they need to transform quickly because they're getting disrupted, technology are changing, et cetera. But in the other, in the other aspect of the chart, you can see government education insurance health medical services that today actually, these are the sectors and the organizations that had to transform in a matter of weeks to deal with these crisis that we are facing now. So the next key takeaway, the third key to ways of power to the people. So within as an organizations and leaders, nurture and develop internal talent to change or to charge the strategic initiative transformation. Those ones that are related to strategic transformation, they need to be changed and transformed as well. And we recently published what we call the Brightline Transformation Compass. And it's really important that you adopt a strategy or transformation initiative that is people driven, it's human driven. So you need to inspire your employees. You need to work with employees in the transformation initiative to help them create what is the personal vision for everyone in the transformation to be part of that transformation. Also, they need to understand what is their takes and their contributions and the benefits for themselves in the transformation. And also, and most importantly, organizations and leaders need to give tools and make sure that the personal is transformed as well as they need to have a transformation plan for themselves. And this is extremely critical because sometimes during the transformation initiative, a lot of people get lost because or either they don't understand why the organization is transforming or maybe they don't have enough information to prepare themselves to be part of the transformation. So we need to be really careful about the transformation initiative because actually the transformation can become a nightmare. You feel not able to engage and to help everyone in that process to be transformed along with the organization. The fourth key takeaway is we need a strong and a visionary leadership to help the transformation in your organization. And here are 10 key factors that will help the organizations to transform. And the first one is leadership. Then you also have the use of new technology, especially because mainly for the transformations, they will deal with a massive amount of data, cultural change as well of transforming the business model. So you need to adopt the emerging technology to help your transformation initiatives. Then organizational cultural behavior, thinking about the new product process and operations will be in those process. We need to rethink the team structure, how we work. And today you see a lot of people working from their homes and actually being productive and also experimenting new ways of working. Management approach and frameworks, decision-making process need to speed up. So we need to really have an efficiency, high levels of efficiency in the decision-making because otherwise you cannot make the change that's necessary to implement the transformation. Talent development and organization structure. And on top of that, we found some of the really important characteristics of the leadership and we're gonna cover more of this and that in our discussions with the panelists to help organizations become faster in transformation. So for example, having clear vision and tangible goals, set a positive example. So the leaders must be the example for their employees and their teams. You need to be committed. So this needs must be visible authenticity. So we need to be authentic in communications and transparency and sharing information. So these are the key characteristics leaders need to develop to help their organizations, their organizations transform, especially now where transformations that most organizations had to do in five years, most of them now need to do in a matter of weeks. So we also found a very interesting aspect about the CTOs about who is in charge of the transformation initiatives. And despite we have a lot of people, a lot of different roles from CEOs, CEOs, chief operation officer, chief financial officers, chief technology officer, leading the transformations. We found that if you have one person that is knowledgeable and experienced in the transformation role, for example, chief transformation officer or a lead or a transformation leader, these organizations will be a little bit more effective compared to those organizations that have other types of roles in the transformation. And some of the key highlights here is that having a chief transformation officer act as a steward for transformation is very important. So we have a very clear defined role for the person that is committed and accountable to drive the transformation. The CTO may serve as a catalyst to formalize process, to define process for transformation, to ensure efficiency and handoffs among teams, et cetera. It's also important to create a CTO position in some organizations because that's a way to create an organization-wise accountability and a visibility about the transformation initiatives and also ensures that there is someone that is concerned before to make transformation initiatives a priority. So transformation has to be a priority because it's linked with the strategy implementation. So just to sum up the key takeaways here from this short presentation, to succeed with the strategic initiatives, the organization must excel at transforming. So there's not all the way to really implement the strategic initiatives that organizations are defining for themselves now without transforming any aspects of the organization. High performance, those organizations that are implementing successfully, the strategic initiatives, over 80% of the initiatives are also faster in terms of transforming and using agile ways to implement their process and goals. We need to leverage and empower the people that is responsible in working within the transformation. So notary in developing internal talent is also key for transformation. And finally, a strong and visionary leadership that will help determine the success in institution transformation for these organizations. So just a short presentation about the key takeaways. We have some other really cool insights and important insights. So I really encourage everyone at you to download this report free of charge from our website. And now I will invite Ricardo Vargas, the executive director of Brightline to take the lead on these panel discussions and we'll kick start with some questions. Thank you. Hello everyone. Thanks, Eddie, for your presentation and also for helping us and leading the work on this report. So it's as Sunil said, it's, I would say, a very challenging and very, in some ways, unexpected time. And we want to discuss a little bit on what is the impact of what is going on today in the transformation and what key takeaways. Do we agree with some of the results? What is the perspective from our two guests that will share their experience with us? The first one is Jeannie from BCG. Jeannie is a great friend of Brightline and one of the key supporters of Brightline since the beginning. So thank you very much for being with us and give us your time to share some of your thoughts. And also I want to welcome Keith Krugman from Win Women in Innovation that will share also her perspectives and also thanks for being part of the interviews that we did on this research. So what I want to kick off with Eugene and based on your experience at BCG, working with executives, what would you say are the three key success factors on the agile way of working on these companies? Yeah, so one of the things I just kind of wanted to share which is an interesting observation in the study we say that one of the top frameworks for the high performance agile ways of working. And well, what we've seen in a lot of our clients is that with the COVID-19 crisis, it's actually forced agile ways of working. So I was just in a discussion with a CHRO basically where he was saying that they are actually making decisions faster. And when I said, well, what are you doing different? You're hearing about daily stand-up, right? You're hearing about cross-functional teams that are getting together to work things through in a, you know, all together in a virtual room, right? Without really using the term agile. So I think maybe one of the first things for leaders to really understand is it is very much around, right? Transformation and effective transformation is around more the underlying principles of agile which is this concept of constantly, right? Being in clear communication with one another. The kind of breaking down the silos and being able to figure out how to have teams that are cross-functional and have all the right skillsets in the room, whatever virtual or physical. So that's one of the first things is to recognize that it's more around a way of working and really getting leaders to really embrace that. The second is that, you know, and we talk about this actually also in Brightline more broadly, which is the fast failing, right? I think COVID-19 has also revealed to a lot of people that you don't know a lot of things and you don't know if you're gonna get it right. But in a lot of cases, right? Particularly if you're not a frontline worker. So if you're talking about your company and you're trying to make some decisions on how you serve customers, how do you roll out products? And I think I work in the financial institutions practice at BCG and a lot of things that we saw in the United States was with a rollout of the CARES Act, banks had to move very quickly to provide the paycheck protection program loans. You don't know, you're not gonna get it perfect, but you gotta have some sort of MVP, right? You have to get something out. And I think that the executives have actually realized that the world didn't end when things didn't go quite right. But you had to actually be open that things didn't go right, but also open around what are the learnings. And I think that as Eddie was presenting on some of those top methods, right? It's iterative, right? That's point number two is it's iterative. It has to be iterative and in transformation more broadly. So taking out of the context of COVID-19 in transformation in general, you walk in with certain assumptions of how you think the world will work. You think assumptions of how your customers will behave, how the process will unfold. But it doesn't always quite work out that way. And it's the ability to really iterate, I think is the second thing. The third thing is really just more around modeling, behaviors, modeling. And I think Eddie, you also referenced that, which is you just need to do these things and try them. It takes, I would say, a lot of 30 days, 60 days, whatever it is of new behaviors to start sticking as you practice them every day. And I think that for a lot of our leaders, it was, this whole situation has been uncomfortable because there are normal ways of working, of taking two, three, four, six weeks to make a decision. We got thrown out the window and what I think they've learned is in that daily stand-up that making the decision wasn't actually that hard. And by the way, the consequences of perhaps getting some of those things not quite right wasn't actually that bad. And those are really the big, I would say, things for someone to take away as a leader is, you just need to think about what is the objective in agile ways of working? Not about agile capital A, to get confused by those things. Two is, again, the iterative nature of learning and feedback groups that you need to be part of. And the third one is, again, this point about learning the behaviors of self and modeling them. That's perfect. It's not thinking too much about agile with capital A, but in finding A's of working with agility on delivery. I want to ask you, Katie, one question related to that. All this turbulence on the transformation and now even more, there is a very strong human component, right? The fears and people afraid about losing their jobs, afraid about not being competitive. So you work with a not-for-profit where the dynamic is a little bit different. So can you share with us, I would say some key factors for you to get people also to transform themselves when organizations are facing such a transformation like today. Ricardo, I'm so glad that you brought up the human component of it because I think that that's one of the most important things in terms of transformation that is often overlooked. So I think about anxiety and anxiety is actually one of the biggest creativity killers, right? It's the thing that holds us back from being able to think outside of the box, et cetera. And when you have this kind of shared systemic anxiety, then it automatically becomes much harder to think about how would I invent a new way of doing this? How would I change a way of doing this? And so a good metaphor, a simple metaphor I think about is when you're on a plane and you experience turbulence and there's nothing from the cockpit, there's no communication, all of a sudden the delta between what you are thinking and what you invent in your mind. For instance, within a minute, you've probably already written your obituary.  But when the pilot comes on to the loud speaker and says, this is completely normal, here's what's happening, here's when it's gonna end, here's what we do know and what we don't know, then all of a sudden you're able to scale back the narrative that you've created for yourself and say, okay, I understand the context and return to what you were thinking about. And so the reason I use that metaphor is I think that going back to what Jeanne shared, the communication is so essential and rapid communication, whether it's what you know and what you don't know, that is what actually enables people to stay focused and not spin up the anxiety that is about the creation of narratives that might prevent them from actually inventing. On the top of that, one key interesting thing that Eddie just presented to us was talking about visionary leadership and technical goals. And sometimes they are not the same language because sometimes you say, oh, look, I want to put people living in Mars. But then suddenly people say, how do I relate to that now? So Jeanne, do you have any advice, for example, for the leaders you support about how to turn this visionary future scenario into something that your team members and the people inside your organization can grasp and actively engage on? Yeah, I mean, I think that we always think about it. We always break it down into three categories. One is, first, you do have to set the vision. There is a need to be, people need to have a purpose that they're working towards. And so I'm combining two things, which is you have a vision to what the future should be and the kind of, I would say the human side of it, which is the purpose behind that vision and what it means. And so I think that that actually is really important to set first and foremost as a grounding point. And then I think it is very much around how do you, I guess, answer the question for most people, what does it mean for me? So putting someone on Mars is interesting, but in my day-to-day work and what I'm trying to do, what does it mean for me? And it has two parts of it, which is what does it mean to me personally, right? My job, my role. And number two is what does it mean for you on a professional level in terms of what you need to do? And that part is where it's really translating that vision into, it's essentially chunking it up, right? It's the best way to eat an elephant is to chunk it up into pieces. And I think that that is actually what you need to be able to do. And if you cannot translate from that vision to chunking it up to stuff that people can actually think about in a tangible way, I think that's where people get lost and the best leaders are the ones that are able to say, in both its bottoms up and top down, I have a vision for what I wanna do, but I have now also engaged all the people that are sitting there thinking about, well, how do I make it happen, right? To be able to bridge the gap between those two and break it down into pieces so that people can actually embrace it and say, okay, I get what I need to do differently tomorrow.  But I also have a meaning behind it, which is what does it mean for me in my personal, right, personally, as I do these things. Yeah, this is exactly what we did one year, one year and a half ago with the people manifest, talking about people acting on their own best interests. So, you know, what this reality related to what I'm doing and how do I think? I have one, not a question that I want to ask you both. It's about lessons learned. One of the key results that Eddie presented was one of the topics to learn from the past. And then I put COVID-19 in front of us now. And look, I did a webinar recently and I took the economist award in 2020. You know, that very powerful, the economist is an excellent media. And I read it and I say, there was no single line. I'm saying, oh, look, something could shut down the planet in 10 weeks. So we are just suffering something that we never thought it would be so severe and so fast. So what is the value of lessons learned in this current awarding transformation? So I just want, because I don't have an answer.  Gina, do you want me to go first or do you want to go? Go ahead, Kit. Yeah, so I think the one thing I would say is there actually are a lot of people who predicted this. Bill Gates is one of them. You know, even there were investments in that Bloomberg made ages ago in a back stock of ventilators. So I would say that we never expected this to happen. Most people never expected this to happen. And I would say that it is not something we've experienced in our lifetime because this is the first time we have things like global travel at the time where, you know, at the time of the bubonic plague, that wasn't a challenge, right? So I would say that it's not that it, that people thought it wasn't gonna happen. But I do think there is a sort of failure of imagination in terms of once it's so far away and it's not localized to understanding the impact on you, that it's very, very challenging to take action. So the analog I would use is climate change, right? We know what's happening and yet we really struggle to take systemic action. And so we will be in a similar situation there, but we need to find a way to make it hyper-local so that people understand what changes to make now. Yeah, and I think that part of this is, so it's happened, right? But the reality is going forward, there's going to be lots of different things that will happen where we will be, I would say, precisely wrong, right? But directionally, we can actually be correct. And I think that this is where a lot of the learning even now is that we need to do a lot better on scenario planning. So it is not necessarily to say we predict the future, but it is to say there are a number of different scenarios in which the world can unfold that you couldn't possibly imagine on a normal basis, but you need to, right? You need to work through because it's more around preparedness than anything else. And so I think that if you think about organizations and how you do transformations, in the past when we did transformation work, it was something where you said, okay, this happens at least five, 10 years, we're gonna have to do something pretty dramatic in terms of a strategic shift. Well, we all know that that's not true anymore. People are actually making strategic shifts fairly rapidly. And how do you actually build the organizational capability to do that? Well, part of it is the kind of almost scenario plan on how might the world change, maybe in the small way in terms of how you operate as an organization and how you compete to this, you know, broad Maxwell sense, right? That COVID-19 has forced us to face. But in all cases, it's building that organizational capability to be able to sense. So to say, okay, I have certain scenarios that we're thinking through. We think of possibilities, even some extreme cases, but I'm actually constantly paying attention and sensing because the warning signs, even kids pointed out, the warning signs were already there for different, these things to play out again, precisely wrong, but direction correct, that you could have predicted in that sense. And you could have sensed it and then been able to react much quicker. And I think that's really the learning right now. Like I don't really know how to think about today in the sense of, well, can I predict the future? No, but now I know how much more volatility I should be building into my scenarios going forward. Jen, also on that, Eddie, can you just put back the slide about the industry sectors? Because I want to take one question from the audience. Scott Emler did the following statement. He said, I suspect that there is a correlation between the level of competition within an industry and the need to transform faster. So I would ask Eddie and Jen to step in and say, do you agree with that or not? Competition is something that is driving these companies, these industries to transform faster or it's products, what is your take on that? Let me go first, Jeni. I think it's not only competition, right? There's competition per competition we have for many years. I think competition is driven by changing in any other aspects of the, or from consumer perspective, from a consumer perspective, from a technology perspective. If you see, for example, automotive industry, we are talking about electrification, the future of mobility, et cetera. So these are the change or the drivers that are making these organizations to transform faster and faster and faster. And I would risk telling them, and Jeni can also jump in that, that it's not because they wanted to transform, it's because they are being forced to transform. Is that what's happening now with a lot of other organizations that see themselves in a situation that they could not anticipate or be ready for? So the level of responsiveness for these organizations are very low. So that's why they're looking for ways of working. So this chart is representing, so before crisis, so this is before COVID, I would say most of the changes here, the transformation rate is being forced by competition, of course, but also other aspects of their business model or the products or the sector they are in. You can see government and education and insurance on the other spectrum, like health insurance or health or medical services. And today is actually, I will tell you that most of the organizations in these other spectrum are being forced to transform themselves in some way. Retail is one of good example. So I would say that many other aspects that are driven, driving actually, the way organizations are transforming here, in this case, because this data was collected before the COVID, I would say it's there are many aspects to technology and new opportunities like disruption, et cetera. Today, I would say if we inverted this chart a little bit, I would say most of the organizations that are fasting transforming is because they are seeing themselves in a really risky position that they need to take action, no matter what. Ginny? Yeah, yeah, and I would actually say that there's also, and I think the complexity in all of this is also customer demand and behavior. So I think that you can't actually isolate it to a given industry, right? I think what it is, is on top of that, and you can even see it in COVID, with the COVID-19 crisis, is that as consumers, customers, change how they use your products or their expectations of your services because other sectors have done better, right? It actually forces, it puts pressure on you because ultimately, the winning formula is how do I serve my customers? How do I meet their demand? And so maybe to put a finer point on what Eddie just said, I think right now, government is actually being forced to really transform itself first in the near term because of how they need to serve people. But also in the longer term, because I think that as we think about everything from how our various healthcare systems work and the government's role in supporting the resiliency of that through to how do you even serve customers digitally, right? As opposed to having people come into government offices to get things done, right? And I think that that's actually being proved out that right now, the digital transformation that you can actually see across all industries is spurred on by the fact that right now we're forced to only really interact in a remote and digital way. Yeah, that's perfect. I have another question here from Otty. Otty, great to see you. And we met at the World Economic Forum this year and he has a very interesting question that I want to hear your opinion, Kit. To what degree does the current crisis of COVID-19 reinforce or delay the discussions and learnings about the purpose of stakeholder capitalism or being more human on the way we practice capitalism? So do you think this will reinforce and the need for that or this will just delay even more? I'm an optimist. So it's hard for me not to think or to hope that this will expedite some of the conversations about ultimately what is the purpose of corporations and beyond just stakeholder, shareholder value and extend to broader stakeholders, including employees and the environment, for instance. And so my hope is that what this is showing us is some of the vast inequities that existed but are being laid bare. For instance, we've been having many discussions both within my nonprofit and some of the client work around the vast inequities in who has to work right now and to essential frontline workers, both hospital workers and anyone working in delivery and how basically there are people with the choice to protect themselves and people without. And so my hope is that by exposing some of these vast inequities, we start to think about what does it mean to even as a corporation serve your employees and the environment, but we'll see what happens. Ginny, do you want to say something about your view about the new way we'll do capitalism in the future? I think there was already some movement, right, even before everything happened in organizations talking about purpose, right? What is the broader purpose? And I actually don't think that there's a trade-off necessarily, and I think that was the needle that everyone was trying to thread, which is we can have a purpose around doing good, right, in terms of our employees and the environment and our communities, as well as being able to make money and have a thriving business. And a lot of the conversation that has been had has been around if I can actually think through and articulate what is a very clear purpose for my organization and the meaning behind what we do, and use that to guide our choices on what we do, you actually end up having a win-win, right, because you're motivating your workforce, right? They feel like they're taking care of and they're fairly treated, right? You are serving your communities and supporting the communities and your public in a way that causes customers to actually want to buy your product, right? And so those things actually, the motivation of the employees to do better and do better work, be more productive and engaged with the company, and your customers actually finding you attractive as a company to either purchase products and services from. I mean, that's actually a win-win. So I actually, maybe along with Kit, I'm actually being an optimist here that things will actually continue to get better. Yeah, just a follow-up question. So what you as a leader on BCG are telling your young employees in your office that are facing this for absolutely the very first time and some of them, I'm sure, they are afraid about their jobs, their future, you know, their careers, whatever. So what would be your message about to them if you can share with us? Well, I think a lot of it is just a kick to this. We communicate. I spend a lot of time communicating and communicating doesn't mean one way, let me present to you and everything is good. It is communicating in a very authentic way which is to say, these are things I know. This is what's working well. These are things that really matter are priorities for our firm and being very transparent also that like, these are things you also, we need to be able to consider from a risk management perspective and how, you know, all the different complications and the messiness of that and the fact that we don't know a lot of things. And I think that I actually find that that's actually quite, that's actually works really well in its two ways. A lot of fireside chat, people can ask me anything and you're gonna get a fairly just transparent and honest answer. And again, it can be messy and that's okay. And I think that that showing humanity as leaders is actually part of this whole process right now. And so I think that that's helpful and I also think it is helpful in that, again, a lot of things that are happening to us specifically are very novel, but I started at BCG the month after 9-11 in New York. So I work in financial institutions practice and was there in 2008. So you can still draw on these experiences to really tell people that look, I'm actually thinking about this in a coherent, objective way as opposed to purely sky's falling because everything is unknown, which is not true either. It's to be resilient, yeah. Eddie, I have a question for you from Nicholas Riyad. How many of the top transformers going back to the industries, the top transformers are where exponential organizations, okay? As the pilot by Salim's bio and Singularity, these companies that are growing in a dramatic pace. So what is the, is there a correlation between this kind of exponential growth with the ability to transform? So did we find some evidence on that on the research? We don't have any specific relate to the how we characterize the organizations per se. This is more cuts on the industry sector, classification versus what they're doing in terms of transformation practice, et cetera. But I wanna share some perspectives on that. I think most of these organizations that are transforming faster, they found ways of keeping the business or keeping the operations that they need to keep today for the bottom line, plus making sure that there will be something different in the future. So actually anticipating the future and sensing the future and adapting to the future today by adopting new ways of working, by thinking about what technology we can adopt in our organization to make things faster, simple, and et cetera. So I would say there are some characteristics in these organizations that we can talk or relate to exponential growth or exponential organizations to some extent. But I also must say that some of these organizations here and of course we don't have a specific cut on the characteristics of the organization per se, but most of the organizations, if you take a look on these different sectors, they're not necessarily technology driven. So they have from physical products like cars on technology and services that are more inclined to be forced to transform like banks and financial industry. So finance you have here, but you also have all the industry that realize it. So for example, the energy industry, they know that the way we consume energy, the way we produce energy is gonna change in the future. So unless this sector that is really traditional in terms of implementing new technology, new process, new operations, it's very capital driven. Unless they start now transforming the organization or thinking about how can we be different in the future, probably some of them will not be sustainable from a business perspective in the near term, maybe 10 years, 20 years. So we can go from oil production, refinement to producing electricity energy as well. Yeah, on a follow up on that, I want just to bridge what you just said about the sector and Jean said about care experience. So Sergio made a very nice question say, people need purpose in their work and business needs. So what is your advice for those who are leading and working in business that are now rendered has a low value. So if you are working in something that is being rapidly disrupted. So what would be your advice on that? You want me to take this to Kit? Yeah, yeah, please. Yeah, I was thinking about you, Jean, but Kit can step in, please. Well, I think that this becomes almost part of it is actually redefining what it is that you do, right? There's a piece around redefining what it is that you do. So for example, I'm gonna make a very localized example. I have a team of people who do a lot of events, right? And affiliation and things in our office. We can't get together right now. So you could easily say, okay, you know, I don't have a purpose anymore, right? I think that that's actually too easy to give up on that. What I've seen our team do is basically say, okay, my purpose is to really create a sense of community, right? I do these events, I do these activities, not to do the activities, the purpose is to create community and to create togetherness of all the people within our firm or our office. How do I do that now? And so they've actually spent a lot of time thinking through what they're doing in terms of online gatherings, right? I'm probably the least technologically capable of my team at times. And I even did an Instagram takeover to kind of foster, right? To show what it was like to work at home is a way to just foster the sense of human connection. And I think that that's actually, in a very small example, a way to say, okay, how do I redefine what I do, right? To give, to understand what that purpose is. And that actually is also at a personal level. I say, you know, if you're concerned about your job, you're concerned about your job security, it actually requires people sometimes to reimagine what it is that they do by grounding it in the purpose, right? Because I think that that, like in that situation, I have plenty, there's plenty to do for our team that's doing affiliation and events. Because that still has to happen here, even if we're working from home. I'd love to add to that actually, if you don't mind. That really resonates with me. A lot of the work that we do at Co-Collective is centered around purpose and helping organizations define kind of a higher purpose, which we call it a quest. And one of the parameters of a purpose is that it has to pass muster for context change, right? So I think about the example that you said around events, which obviously now that the context is that we cannot gather in person and we must find a new way to gather, the principle remains the same, which is that the purpose is building community. And I think that that actually, I would even go even farther to say that's a prerequisite of a purpose, that it isn't about the tactical application, it is about the what are you achieving all up, which enables you to have more flexibility and thinking through how I could bring that to life. Yeah, that's perfect. I have a question that is very related to that, that is about the use of technology. Stefan Bozakar asked, what is the role of digital technology transformation? And what does it play in the organization capability to transform faster and better? So for example, some of the business, they can become digital in a far easier way than other segments. Let me give you a very simple example, like a financial sector in a hotel. So you cannot say, oh, virtual hotel rooms, I don't know yet, maybe someone will come up with that, but I'm saying the nature of your business sometimes helps you to be faster on implementing digital transformation. So what is your opinion on that in some segments that are not very easy to get digital faster? Is this for me or Jeannie? Any of you, both, both, that's great. So any of you? I would say that one of the learnings that I've had around transformation and change in general and a lot of the literature shows us is that you really do need some kind of, what's called a perturbation or some kind of big moment that emphasizes the change. And I think that, listen, we've been talking a lot about adopting new technologies. And I think a lot about the human resistance to adoption of new technologies and the challenges in getting people to change the way they're working when they've been working that way for a very long time. And then you see something like this and how overnight, we've been talking about remote and decentralized working, all of us have to your point at the beginning around the future of work, et cetera. And then all of a sudden, in the past couple of weeks, everyone has learned how to use multiple technologies, collaborative technologies, online technologies, and that just happened. And so sometimes it is about creating the conditions or taking the opportunity of the conditions to speed up the adoption of new technology because unless it becomes an imperative, not everyone's gonna get on the boat. Yeah, and I would actually just add here, which is someone was just joking, right, that COVID-19 is the cause of your digital transformation across all industries, right? And I think that the question becomes, do you go back to the old ways when we ramp back to some version of a normal or new normal? And the answer is those that are going to win in the marketplace that are going to actually have the competitive advantage are those that are realized that they can use this opportunity to accelerate that change because people have already seen that this works and use that as a catalyst. I think that's actually the big thing here now is that as we've all learned how to do work remotely and use digital channels, I wouldn't want anyone to lose that, like going back, quote, going back, whatever that means, right? Because this is just a best opportunity now to kind of force the digital transformation whether it's in banking or in wholesale. And the question is also, can you go back? One great example that's on the environmental side is in South Africa, when they had the water crisis, there were all of a sudden massive water restrictions and ways that you behaved very differently with water, collecting water from the shower and reusing it to clean the house, for instance. And I was listening to one of the water laureates speak and she shared that the main takeaway from that experience was that after they had kind of gotten out of the crisis moment, the behaviors didn't change actually, that there was a new relationship that South Africans had with water and water conservation. And so I think the question is also, can you go back once these new behavior loops are formed? Yeah, this makes me remember when I was studying my PhD and my professor said, the water in the river, when you observe the water in the river and the water pass, it will never come back because the water will never be the same and you will never be the same after looking. So we really, this is an absolutely golden answer if someone knows how the world will look like after that, because we are still having so many paths to look for. And my question to Eugene, what is your suggestion or advice for those leaders in organizations that are struggling to adapt to this new reality that transformation is an imperative? So what would be your advice to them? Well, I think, so I actually want to give more credit to people because I don't actually think that there's, in this crisis, people have actually had to act. And I think the, all the things I've referred around people creating, especially at the executive level, creating war rooms, control towers, to really drive almost both the essentialness of business continuity through to continuing to operate in a way where they have been quicker to make decisions, quicker to get together other executives and make progress out of necessity. You're really doing it. That's, I mean, I think that a lot of the learning from the study is that a lot of these behaviors that we're talking about are the stuff that we all had to take on, you know? Everybody did, not just leaders. And to recognize that you did okay, right? For the most part, right? And I think that that's the part where I think for most leaders is to reflect perhaps a bit more on during this crisis moment, what was I doing? What did I do well? What did I do poorly? What were some new behaviors I picked up that actually weren't that scary, right? After all, there was a lot of sacred cows that got actually, you know, played in this whole crisis that has forced people to kind of realize it wasn't so bad. And so I think that that's really what I want to tell leaders because a lot of us are successful because of our past behaviors, right? And we kind of go, okay, this only way of working works for me. That's how I got to this position. Well, we just had a reset. And you realize that you're still in position and things actually, you know, maybe in continued crisis mode, but you're still operating and things are still, right? Functioning for you. So that's probably the bar now, right? As opposed to what made you successful in the past. Can I add a follow-up question on that, Ricardo? Absolutely. So we, as part of the right line, we did another study last year on the crisis situation. So how organizations can leverage a situation of crisis to transform themselves, to become a different organization. And one of the findings we found is that even though organizations can emulate some time or migrate the crisis mode's way of working so they can get rid of process, they can make decisions faster like Giniq mentioned, you can create war wounds and get all together. So there is a tension, there is a stress level in a crisis mode that a lot of leaders that we interviewed think that is not sustainable and on long-term. So after the crisis, we're probably gonna go to a new norm or a new way of working. But I think a lot of people, they are thinking in the day, they say, oh, now it's everything back to normal. I don't wanna distress anymore because I love my life before. I don't wanna leave you this stress forever. How we can cope with this anxiety and stress level from this crisis mode? Of course, not losing the gains and the benefits we get from working in a different way but also not making sure people will burn out after working this level after six months. Every kid might be best prepared for this one. There's just so many interesting things that you brought up in that question. And the one I just wanna start with is I've been really loving reading a lot of the writing about the experience of grief and grieving, the loss of the things that we had and the fact that we're entering not into a return to normal but rather what we're calling at least in my organization, a new abnormal. And with any change, I think that sometimes we overlook the element of the stages of grieving. You never kind of leave anything behind whether it was something that you didn't enjoy or enjoy it without a sense of loss naturally. And so I think that understanding that that's a part of the process as well is important in terms of what I like to call the emotional metabolism. I think individuals have emotional metabolism and so do organizations. Organizations are made up of individuals with emotional metabolism and therefore the entire organization has a certain speed at which they process information and adopt new behaviors and new kind of frames of mind. So just a lot of very interesting things in that. Yeah, let me add also, this is also a personal thought is that sometimes on this, life is a set of cycles, different cycles on our life and the world's life. And sometimes one thing that I learned from my history is sometimes for you to move, you need to jump and jump means you need to go for it. And you cannot say, oh, I want to go, but I don't wanna go at the same time because they are mutually exclusive. Sometimes you need really to jump into something that is new to find out what is there. It's not possible because what we want to, we want to have all doors open at all the time and life is not like that. So I remember when I decided to move from Brazil to Denmark, do you imagine how do you feel being a Brazilian moving to Denmark? You know, but there was no way to say, oh, I want to live in Brazil, but doing them, it doesn't work at some point. You need to say, look, I think I have enough information and I just have to go. Sometimes you have to go because it's an opportunity. Sometimes it's just because, you know, it's burning platforms. So you have no other option. So right now, for example, staying home and going digital, there is no other way.  So this is for me, what I think. And this drives me, I have two more questions. So I want to highlight one question here that is very interesting. Prismac asked a question. And this is a question for you three in the current situation, is viable to develop a strategy for the foreseeable future? Or you just build an entry and approach and wait things happen and adapt over time. So I want just to hear from you three, your your opinions on that. Who wants to go first? Have to do it. OK, go ahead. OK, OK. No, you can. OK, so look, I actually disagree with that. Concept of you can't put together a strategy because a strategy has multiple time horizons. The way that I knew not only do a lot of companies are thinking about it, the government are also thinking about it, is we're moving into where we're currently in the flattened stage of the epidemic. And in different geographies, it's going to move to a fight stage and that's really your term of, what do I need to do to get things going again? And there is a set of things that need to happen around that. But that actually has to still be congruent with a longer term strategy of when you are moving into your future stage, which is when you get to a point where maybe there is a vaccine or something, it's in a perhaps more stable situation where you're not going back to the old way of working anyway. So, but what's the through line, right? Because if you're constantly changing the through line on your strategy, that doesn't give your organization enough of an opportunity to actually follow through with your strategic initiative. So there is a bit which is more around time horizon planning, which is to recognize in the near term, there's going to be a lot of things in the fight stage where a lot of it's just tactical stuff. It's not actually strategic, it's tactical stuff, which is a set of must haves you have to do, but you need to make those decisions in light of the broader long term strategy, right? And I think that that's the part that gets lost where I am a strategist, I also am a person who's very focused on kind of the financials and the numbers, but I'm gonna keep going back to culture, right? And purpose, which is if you're constantly shifting, you may actually do things that go against the purpose and culture of your organization, which in the long term hurts you in your competitive advantage. And I think that that's why I actually believe that there is always a through line, but just different time horizons. I totally agree with that. And I think for women in innovation, one of the things that we've tried to think about is immediately providing our teams with what changes and what stays the same. So we had an existing strategy and we have our mission, our values, our vision, and immediately reiterating to the team, those are pieces, the vision stays the same, the mission stays the same, the values stay the same, the way that we actually execute those in this context is gonna change and the team then works to adapt some of our shorter term strategic initiatives to fit into that model. And I think the other side of that is also the opportunities it creates. So to be concrete in the women of innovation, in innovation example, we offer in-person learning and development for women in innovation. And so immediately, and that became difficult. And we also have a chapter model. So we're based in New York, London and San Francisco. But immediately the opportunity for us was that overnight we were a global team with global reach. So we were no longer a chapter structure. And so the thing that we needed to think about was what does that mean in terms of the opportunities that it provides us to further our mission, to further our strategic initiatives to expedite some of the ones that might've been on the back burner. And so I would say that figuring out to Jeanne's point what remains the same and what is the through line and how that ultimately delivers on the purpose you've assembled around. Eddie. I just wanna compliment that we shouldn't waste these prizes to actually we think the way we do things. So strategies is the why for the organizations, why the organization exists and what they want as an organization and as a group of people and how they're gonna do that. So I wouldn't waste these cries actually to we think the way you do business to we think how your organization will look like in the future because there is no other better situation. Unfortunately, even all the bad things that are happening globally to actually stop and say, we can do things differently. And now it's the time to start planning and actually take an action for that. So it's very hard when you are in the stable mode that most organizations somehow were before the crisis and now suddenly you see yourselves in a situation that your organization can go bankrupt in a matter of a month because you don't have any business anymore. So that's the time to stop and say how we do things different, how we innovate the way we deliver our purpose, the way we envision our company for the future. So take this time to actually, we think your organization in the way you deliver value. Right, I have, this is my final question and this kit is for you, okay? You know, I'm managing for 38 or 39 days a transformation with three women at home, okay? And if you, recently I read a Washington Post article talking about women leaders in the COVID crisis, Germany, Finland, New Zealand and they are all doing extremely well on the response of the COVID, comparing with others. So is there any secret that you can share with us on their behavior, their attitude that is driving such a huge success on this transformation? Can you share your thoughts on that? Yeah, one of my favorite topics. I loved that post article and there was also an article in the Atlantic yesterday about Jacinda Arden at her leadership. And you know, I think some of the things that we've been talking about of qualities of leaders are absolutely true in this context. So empathetic leadership, right? Really leading with humanity and with authenticity. I think Jacinda has done that really beautifully. I think communication, we talked about that. Some examples of her doing Facebook live streams and she's wearing her sweatshirt and her family's in the background. It is just truly authentic and shows that she is part of the community. And so the community is really trusting her. And I think the third piece is being extremely decisive. So obviously collecting insights, information and input but being extremely decisive and clear and quickly. They made some of the quickest in New Zealand. They made some of the quickest decisions about what they were shutting down, when they were shutting it down and for how long. And then the last thing I would say which is, which really stood out to me when I read the Atlantic article was the choice in language and modeling that Jacinda has chosen. She's using the word, for instance, bubble to talk about who can kind of be in your sphere. It's a very human word. It's a very natural. It's not a super political word.  And so she's demonstrating and modeling the behavior that she wants the community to enact. And I just think that those are the qualities of the really extraordinary leader and that we can all learn from, whether it's man or woman. So really impressed by her behavior and the results, right? 12 deaths in New Zealand. That's extraordinary. That is really unbelievable. So look, it's time for us to close. So first, I want to thank you, Kit. Thank you, Ginny. Eddie, thank you. And Eddie, I need a double thank you because he was led the research. So thank you from my heart. Thanks to the whole team that is in the back. Emil, Tairu, Yavnica, Janine, Chin Chin, so all of you, Sergio, you did a great job. And my final message is that you can download this report at brightline.org. And we will be releasing as part of the Project Management Institute. Something quite interesting coming up in May. I cannot disclose the full details, but something that will help those on the project management field to understand more about transformation. So just stay tuned. This will happen very soon and it will help your team to get through that. So thank you very much.  Let's, I hope you found this useful and you can come to us. Thank you very much for joining us and see you until next time, okay? Take care.


And in fact, it can take up a lot of your research time. I know only too well. So this video about your artist, Pinterest, and marketing strategy for 2023 should really pique your interest. So you can use that time that you might be already using for doing your research on Pinterest and actually turn that to get a great return on your time invested in terms of marketing and sales in your art business. So here's a few stats about Pinterest that you may or may not know, and just bear with me, because I do love myself a stat. And these are really interesting for us as artists and creatives. So let me just read these out. The platform now has 445 million monthly active users. That's definitely grown. Women take up more than 60% of Pinterest's global audience. That is coming down. At some point, we're going to see 50-50, which is good news for everybody. 85.9% of Pinterest users are also on Instagram. Interesting. People watch close to 1 billion videos a day on Pinterest. I'm just going to say that again, for all the video makers out here, the people that love to time-lapse their art, people watch close to 1 billion videos a day on Pinterest. 85% of Pinterest users say they use Pinterest to plan new projects. And there are more than 5 million searches on Pinterest every single month. Now, you might well be saying, well, Sophie, that's all well and good, but how does that relate to us? I'm so glad you asked. In this video, I'm going to share my top 5 tips for Pinterest for 2023. But I think number 5 will get you super excited. So make sure that you stay right to the end of this video. Why not grab a pen and paper and take some notes as we go along? In case we haven't met, I'm Sophie, Artist, Entrepreneur and Art Business Coach. And I love to help artists just like you to build a profitable business from your creative passion. If you find my videos useful, please do consider subscribing and maybe give this one a little thumbs up if you're enjoying it too. So here's my Artist's Pinterest Marketing Strategy for 2023 and those 5 top tips for success. Number 1, get clear on your goal for Pinterest. So we want to remember that Pinterest can be and is a primary marketing tool. Listen, we all get a little bit lost on that home feed. Why not? You're enjoying looking for things. One search leads to another leads to another leads to another. And suddenly you're looking for something over here and you've ended up over here. But actually, if you're going to use your time wisely, think of it as a marketing tool. Think of it as part of your business and start changing maybe that hobby to business mindset around Pinterest. So you want to choose a clear objective or goal. So make sure that you set up if you haven't already and or you build an account that's really focused on your niche. I think now more than ever, it's perhaps time to narrow down the focus of your account. You know, for those of us that set up Pinterest many, many, many years ago, it was really encouraged to have boards on all the different avenues of your life and your interests. And suddenly somebody'd land on it and there would not only be art, there'd be travel and food and home decor and weddings and Christmas and all the things that Pinterest loves to promote at specific times of the year. But actually let's think about you as a business and let's think about how can we narrow it down and niche that just a little bit more. So if you think about what it is you offer and your audience, perhaps lose some of those boards that are not really related to you and the niche and actually think about how you can add more in that are more related. So if somebody lands on the account, they can immediately see what it is that you do and what it is that you offer. So the first example of a goal might be to build your mailing list to make sure you stay to the very end of this video where I'm going to show you how to do that or your goal might be to make sales from your online course or it might be to drive traffic to your Etsy or online store or shop to make sales there. Whatever it is, the first thing you've got to do is set a clear goal so that you have something that you're really working towards when you invest your time on Pinterest. Number two, you want to choose the right type of pin to get you to that goal. Now there are lots of different pin types on Pinterest and so it's quite easy just to either just choose one like the regular static pin one image and just keep with that and putting that out. So you've got pins like idea pins, static pins, video pins, rich pins and more. Now if you're selling that online watercolour for beginners course then you might want to use how to static or video or idea pins where you talk about the pain points that your audience are experiencing because they haven't yet bought your online course on how to paint properly with watercolours. However if you're looking to drive traffic to your online art store then something like enabling rich pins would be kind of essential and idea pins perhaps to show a little bit about how your product was made, where to hang it, how to look after it, how it works, that sort of thing. So finally you could say goodbye to random pinning and you can be way more strategic with what you're doing. Let's face it you want to use your time wisely right so this is how to do it. Number three, you want to amplify your results with with Pinterest SEO. Now I've talked about this before SEO stands for search engine optimization. Now as you know Pinterest is not a social media platform it's a visual search engine. What does this mean? This means that people use that platform to search for information. For example I use it if I want a bizarre recipe for something I will go straight to Pinterest and look for a recipe and then of course I'll be taken from that pin to someone's blog or I can read that recipe maybe read more recipes and if I enjoy the recipes let's think about what I what else might be on offer on that blog or website. Therefore you want to make sure that you optimize all your pins your boards and all the elements of Pinterest for search. So to do that you need to get clear on the keywords that your audience might be using to search for the content that you already have and once you have those keywords you can add those in a few places for example in your account name. So if you haven't set up your Pinterest you definitely want to think about adding the main keyword in your actual account name in your account bio in your board names in the board descriptions in the pins and the pin descriptions basically anywhere where you can write text you want to insert the keywords. This is really going to help you enormously I cannot say the difference between having an optimized pin and a non-optimized pin. Again if you really want to take Pinterest seriously you want to make sure that you're utilizing all the elements to the best effect right. So I know you might think well this is a huge amount of work Sophie I've now got to create boards with keywords in them that I've got to research and I've got to write a description for each board and every time I post a pin I've got to put a title in it that's cleverly worded and a description and you know maybe I've then got to put some hashtags in that description of the pin it seems like a lot of work. I can promise you if you've discovered that your audience are on Pinterest this is going to change everything for you so I really would consider putting this in your marketing strategy for this year and taking the time to do this properly. Once you've done it a few times it starts to become super easy right and you can use a scheduling tool like Tailwind that I use to make things a lot easier. I've got a link below to Tailwind where you can grab that and find out a bit more about how to use that scheduler. Number four make it a lot easier with regular content. Now what do I mean by that if you're already doing content marketing for your art business so for example like me I have a YouTube channel you might have a blog where you write about your work maybe the watercolour for beginners course owner has a YouTube video you teach about watercolours or perhaps you have a podcast and you already post regular consistent content to that platform. This is going to give you all the content you need to pin about. Now if you check out my video that's linked here to repurposing your content you'll see in that video I take one piece of content and make 20 different things out of it and 10 of those are Pinterest pins just from one piece of content and that's just the start we kind of opening the floodgates of how many pins you can create of one piece of content and number five you want to grow your mailing list while you do all of this. As we know the single most important thing that you're doing for your art business is growing your mailing list remember you can spend all the time you like on platforms that are owned by somebody else the only thing that you're going to own that you've got control over is your own mailing list if you're watching this and you still haven't set up a mailing list I'm going to say straight to the bottom of this video where I have all the resources you need including a free challenge that's going to help you over 10 days set up your own mailing list and remember this is where you're going to make the majority of your sales anyway if you're thinking that you can make lots of sales on these different platforms you know whilst you definitely can you'll always make more from your mailing list why because those people really get to know like and trust you as you send out regular emails to them it's familiar oh yes I signed up I wanted to hear more from this artist that's great I'm on their list and every week they get something that's inspiring that's inspiring and you know how it goes after a certain number of emails eventually they click through and make a purchase and honestly statistically you're likely to make more sales of your email list than any other platform so this is a reminder if you haven't already do you want to get it set up straight away so check out the 10 day free mailing list that's a link below this video check out other videos I have around the whole email marketing and list building I've got a new playlist that I'm set up and some new videos to come on that topic in the next few weeks as well so make sure to look out for those so I hope you've enjoyed this video on Pinterest and I hope you're beginning to see how when you choose a goal and you get strategic on how you're going to actually get there then Pinterest could seem a lot easier for you to manage so let me know in the comments below if you are using Pinterest and which bit of this video you found super helpful and of course what other videos you would like me to make and if you haven't watched my previous video on Pinterest then check this out too it's on screen here so as usual thank you so much for watching and I'll see you in the next one