>> From the heart of Silicon Valley, it's the CUBE, covering COMCAST Innovation Day, brought to you by COMCAST. >> Hey welcome back here ready Jeff Frick here with the CUBE. We're at the COMCAST Silicon Valley Innovation Center. You know there's innovation centers all over Silicon Valley we hadn't been to the COMCAST one until we came to this event, it's very very cool, I think it's like five storeys in this building, where they're developing a lot of new technologies, partnering with technologies, but today the focus is on customer experience, brought together a panel of people to talk about some of the issues, and we're excited to have a representative from a company that's really out on the edge of defining customer experience, and measuring customer experience, joined by Ganesh Subramanian. He is the senior director of product marketing for Gainsight. Ganesh, great to see you. >> Great, happy to be here. >> Yeah, so I'm a huge Nick Mehta fan, I've interviewed him before I've been following Gainsight for a long time and you know, it really struck me the first time that, that Nick said you know CRM is you know, basically order management. It's not customer relationship management, you know customer relationships are complicated, and they're multi-faceted and there's lots of touch points and you guys really try to build a solution to help customers manage, actually do manage that relationship so they have a great experience with their customer. >> Yeah that's totally right, and not to say that CRM isn't an important ingredient when you make that cake, but there's a lot of other touchpoints right? How are people interacting with your digital products? What is that customer journey across sales, services, support? How does all of that come together? So what Gainsight does is really provide the customer cloud to bring all of those solutions together so that businesses can really operate in a more customer-centric way. >> So you, you said an interesting thing earlier in the conversation about customer success being measured just by revenue, again kind of the CRMy kind of approach to worth versus measuring success and measuring lifetime value and measuring so many other things that can define a great relationship. What are some of those things that people should be thinking about? What are some of those other metrics out there beyond you know, did I get a, you know, a net increase value of my contract? >> Yeah absolutely you know one way we think about it at Gainsight is the two-by-two of customer experience and customer outcomes. So, you can think about experience just as how happy are people on a day-to-day basis interacting with you, your products, your organization, your team? The flipside's also true though. You can have the happiest customer, that isn't getting what they want out of their product or service. In a B2B context we think about it as tangible ROI or outcomes. So at Gainsight we're ultimately trying to make sure our clients are delivering on both of those vectors. They want happy, successful clients, ultimately that's going to lead to the recurring revenue cycle: retention, growth, adoption and advocacy. >> So where does that kind of tie together? 'Cause I'm sure there's a lot of people that think those are in conflict right? That if I bend over backwards and I provide this great experience and these great services and all these things that this is going to negatively impact my profitability, it's going to negatively impact my transactional value. How should they be measuring those things? How should they be balancing, 'cause 'cause, you know, you can sell dollars for 90 cents, have a really happy customer, not going to be in business very long. >> Yeah I think that's kind of the secret sauce right? True innovation, what we talked about today at COMCAST, a lot about, how do you take that next step forward? How do you improve your products and services in ways that make customers, customers for life? Right, and if you make the right investments, you actually find out that maybe it's, it's minor change, maybe it's process change in your call center or call service, maybe it's implementing AI in an appropriate way, so that you're able to deliver more value with less time, or maybe it's transformative, maybe it's something that's a new service you're offering all together, that's making customers get outsized or unrealized returns on their investment. Well, it doesn't matter what that investment was, if it's going to long term drive your company to higher valuations and greater competitive differentiation. So we don't think about customer experience on kind of below the line, what's going to get me the incremental ROI, we really think about it as a fundamental differentiator for your business. >> Right. Now you're in charge of, of kickin' off new products. >> That's right. >> And you know one of the things I think is really interesting about the COMCAST voice, which has had a lot of conversation today, is I still get emails from COMCAST telling me how I should use it! Right 'cause it's a different behavior, it's a different experience that I'm not necessarily used to. As you look forward, you know introducing new products, what are some of the, the kind of trends that you're keepin an eye on, what do you think is going to kind of change and impact some of the things you guys are bringing to market? What are some of the new things we should be thinking about in customer experience? >> Yeah absolutely. So one thing at Gainsight, one thing we've learned leading the customer success movement is that to be customer-centric is more than a given function, or a given team, customer success managers kind of took the mantle in B2B and started leading the charge, leading the way towards being more customer-centric but that team on their own can't do everything. Nor do they want to, or can they, right? So, one big change and one big innovation that we're leading the front on is how do you bring all those different teams together? Which is why we launched the Gainsight customer cloud. So what we're doing is we're bringing disparate data together, that used to be silohed in functional specific software, bring that into a single source of truth, to truly provide an actionable customer 360, one that provides meaning to different teams with the right context, and then drive action off of that. So whether it's an automated email to get, improve product adoption in the COMCAST example, or maybe it's some kind of escalation effort, where you need a cross-functional team to get together on the same page, to improve a red customer, or maybe it's something that's in the product itself, by just making the product easier to use or a little bit more intuitive, the, all of your end users will end up benefiting from that. What Gainsight's tryna do is to try figure out, how can we break down these walls across these different teams, make it easier for people to collaborate to improve the customer experience. >> So Ganesh I got to tease you right, 'cause everyone's eyes just rolled out when you said 360 view of the customer right, we've been talking about this forever. >> Yeah. >> So what's different, you know, what's different today? Not specifically for what you're tryna do with your product and share that too, but more generally, that, that we're getting closer to that vision. >> Yeah. >> That we're actually getting closer to delivering on, on the promise of a 360 view, and information from that view that will enable us to take positive action? >> I love that question, and I think whenever you hear the word 360 view or digital transformation, you're going to get a couple eye-rolls in the crowd right? And, I actually totally believe that, that, you know, to date I think we've done things in too much of a waterfall methodology. Let's spend three years, get a unified idea across all our disparate data sources, and then we're going to be customer-centric. I think we've learned our lessons over the course of time that, hey you know, the end result doesn't really materialize in the time frame and ROI you expected, so why don't we start with the other end of the spectrum? What are the gaps that customers are perceiving? If it's just, let me, go back to that example of product ease of use. Are we identifying that as a major gap? Then how do we go solve that? How do we reverse engineer that process? And by the way that doesn't just fall on the product team to make the product easier, services need to onboard customers more effectively, you need documentation so that they can access and understand the key aspects of your product in a more concrete way. So all of that needs to come together. So I think the biggest difference between what we used to talk about, with 360s and digital transformation, to where we are today, is really the context and the outcome you're trying to deliver, and then reverse engineer the 360 that's most meaningful to you. So to make that a little bit more clear, what does that mean at the grassroots level? If you're a services team member you're working on projects. Does a 360 view about the next opportunity from a financial or commercial perspective really matter to you? How far down in that 360 view do you have to scroll before you start seeing information that's relevant? So at Gainsight what we're trying to do is use a many-to-many relationship mapping so that if you're a services team member, or a sales member, the view you're accessing is curated to what you need to actually do. >> Right. >> And that'll drive adoption of the digital transformation efforts within your organization. >> Right. Which then obviously opens up the opportunity for automation and AI and ML to, as you said, context is so important to make sure the right information is getting to the right person at the right time for the context of the job that I have and building that customer relationship. >> That's right. Yeah we think about AI all the time how's that going to improve the customer experience? It starts with that data foundation and understanding hey what should we own and what should we leverage? And being very conscious about what you're about to do, and then second, thinking about those point problems and, again, reverse engineering how can we staff augment, or make the experience better, maybe make the lives of our employees a little bit better, when they're engaging with customers. Ultimately it's got to be in service of people. >> Right. Well Ganesh thanks for sharing your story. Again I think what you guys are doing, and Nick and Gainsight is so important in terms of redefining this beyond order management, and to actually customer relationship management. >> So, >> That's right. >> Thanks for spending a few minutes with us. >> Awesome. >> My pleasure. >> All - >> All right. >> Thank you. >> He's Ganesh I'm Jeff you're watching the CUBE we're at the COMCAST Innovation Center in Silicon Valley. Thanks for watching we'll see you next time.

>>from the heart of Silicon Valley. It's the Q covering Comcast Innovation Date to you by Comcast. >>Hey, welcome back it ready? Geoffrey here with the Cube were in the Comcast Silicon Valley Innovation Center here in Sunnyvale, just off the runways here. Moffett feels really cool place, a lot of fun toys and gadgets that I have not got to play with yet, but I got to do before I leave. But the conversation today is really about customer experience. We had a small panel this morning of experts talking about customer experience. What does that mean? How do we do a better job at it? And we're excited. Have an expert brought in just for this conversation. She's a net Franz, the founder and CEO of C X Journey, and it's great to see you. >>Thank you. Thanks for having me. Glad to be here. Absolutely been a fun morning. >>What did you think? >>What were some of your impressions of the conversation this morning? You know >>what? It's always great to sit in a room with so many people who have been living and breathing this customer experience journey. And so it was great to hear what Comcast is doing. It was great to hear from some of the other folks in the room. What are some of the latest trends in terms of data and technology and where customer experiences headed? Yeah, it was awesome. >>So customer experiences, it's >>a little bit over. It's almost kind of digital transformation a little bit. Everyone's like experience, experience, experience. And that's a big, complicated topic. How do you help customers really kind of break it down, make it into something manageable, make it into something they can actually approach and have some success with >>us? So I spent a lot of my time working with clients who are brand new to this field, right? I had a former boss who said that they can't even spell C X. Right. So yes, so So yes. So I go in there and I really listen and understand what their pain points are and what they need help with and then get them started on that journey. Basically, soup did not see X strategy work. We typically start out making sure that the right foundation is in place in terms of the executives that they're all a line that they're all committed to this work. The culture. We've got the right culture in place. We've got, you know, some feedback from employees and from customers of what's going well and what's not. And then from there we dive right into a phase that I call understanding. And that's listening to customers listening to employees developing personas so that we can really understand who customers are and who are employees really are, and then also journey mapping to really walk in their shoes to understand the experience that they're having today and then design. Use that to design a better experience for tomorrow. So there's a lot of work that happens up front to make you know the things that we talked about in there this morning. >>Right? Happen. What's the biggest gap? Because everyone >>always talks about being customer centric. And I'm sure if you talk to any sea, of course, were customer centric and you know, we see it would like would like Amazon Andy Jassy and that team is just crazy hyper customer centric and they executed with specific behavior. So what's the part that's usually missing that they think their customer centric, but they're really not? >>Yeah, I think you just hit the nail on the head with the word execute, right? So there's a stat out there that's been out there for forever, and we know it. Every single company, every single business interviews or surveys us to death, right? So they have all this great feedback, but they do nothing with it. They just don't execute. They just don't act on it. And they've got such rich feedback and and and customers want to tell them, Hey, you're doing this well behaved. This is not going so well. So please fix it because we want to continue doing business with you. And so, yeah, it's about execution. I think that's one problem. The other problem is that they focus on the metrics and not on actually doing something with the feedback >>temporary experience. Do they just ignore it? Do they not have the systems to capture it? Are they are they kind of analysis? Paralysis? He just said they have all this great data, and I'm not doing anything about it. Why >>there it is that, too Analysis, paralysis. Let's just beat the numbers to death and and what's the What's the quote about beating the number until the beating the data until the talks >>kind of thing. You know, I don't know that something. I know I'm just mess that, >>but But yeah, they don't have the system in place to actually. Then take what they learn and go do something with it. And I think a big part of it. We talked about this in the room this morning, too. Was around having that commitment from the top, having the CEO say, Listen, we're doing this and we're going to when we listen to, our customers were going toe act on what we hear, So But they don't They don't have the infrastructure in place to actually go and then do it >>right. It's pretty interesting. You have, Ah, a deck that you shared in advance Eight Principles of customer centric city. Yes. And of the aid three are people people before products people before profits people before metrics. That sounds great, but it sounds contrary to everything we hear these days about measure, measure, measure, measure, measure. Right? It's human resource is it almost feels like we're kind of back to these kind of time. Motion studies in tryingto optimize people as if they're a machine as opposed to being a person. >>Yeah, well, it's It's not, because we have to. The way that we could think about is we have to put the human into this. That's what customer experience is all about, right? It's about putting the human in the experience. And it's interesting that you bring up that back because when I opened that talk, I'm show a comm your commercial from Acura, and it's if you've never seen it. It's called the test. If you can google it and find the video and it's really about. If we don't view them as dummies, something amazing happens. That's the tagline, right? And so it's really about people. The experience is all about people. Our business is all about people. That's why we're in business, right? It's all about the customer. It's for the customer. And who's gonna deliver that? Our employees? And so we've got to put the people first, and then the numbers will come >>right. Another one that you had in there, I just have to touch on was forget the golden rule, which which I always thought the golden rules of us. You know, he has the gold makes a >>rule. You're talking about a different golden, which is really treat. Treat others >>not the way you think they want, that you want to be treated but treat people the way that they want to be treated in such a small It's the pylons, but it's so important. >>It's so important. And I love this example that I share. Thio just recently read a book by Hal Rosenbluth called The Customer Comes Second, right, and to most people, that seems counterintuitive, but he's really referring to The employee comes more first, which I love, and I'm the example that he gives us. He's left handed and he goes into a restaurant. He frequents this restaurant all the time, and until I read this story, I never even thought about this. And now that I go to restaurants, I think about this all the time. The silverware is always on the right hand side, but he's left handed, so this restaurant that he frequents the waitress. He always seemed to have the same waitress she caught on, and so when when he would come into the restaurant, she would set the silvery down on the left hand side. for him that's treating people the way that they want to be treated. And that's what customer experience is all about, >>right? One of the topics that he talked about in the session this morning was, um, the reputation that service experiences really defined by the sum of all your interactions. And it's really important to kind of keep a ah view of that that it's not just an interaction with many, many interactions over a period of time that sounds so hard to manage. And then there's also this kind of the last experience, which is probably overweighted based on the whole. >>How do people >>keep that in mind? How did they How did they, you know, make sure that they're thinking that kind of holistically about the customer engagement across a number of fronts within the company. >>Well, you've got to think >>about it as think about it as a journey, not just touch points, not just a bunch of little touch points, because if you think about just the last experience or just a touch point, then you're thinking about transactions. You're not thinking about a relationship, and what we're trying to get at is customer relationships and not just transactional, you know, it's it's they're in, they're out, they're gone, right? So what? We want relationships. We want them to be customers for life. And and that's the only way that we're gonna do it is if we focus on the journey, >>right? What about the challenge of that which was special suddenly becomes the norm. And we talked a lot about, you know, kind of consumers ations of i t. Because as soon as I get great results on a Google search or, you know, I find exactly what I need on Amazon in two clicks and then to take that into whatever my be to be your B to C application as when Now those expectations are not being driven by what I promised to deliver. But they're being driven by all these third party app said. I have a no control up and they're probably developing at a faster pace of innovation that I can keep up housing people, you know, kind of absorb that deal with it and try to take some lessons from that in the delivery of their own application >>essay. You you brought up two things there which I want to address the 1st 1 to which was about the delighting customers. But to answer your question is really about focusing on your customers and your customers needs on. And that's why I talk a lot about customer understanding, right? It's it's about listening to your customers. It's about developing personas and really understanding who they are, what their pain points are, what their problems are, what needs. Are they trying to solve our problems? Are they trying to solve on and then walking in their shoes through journey, mapping? And that understanding allows us to design an experience for our customers, right for our customers. If we don't solve a problem up for our customers, they will go elsewhere and they'll get their problems solved elsewhere, right? So I think that's really important. The first part of your question was, our point was around delighting our customers, and you're absolutely right. We don't have to delight customers at every touch point. I know that's counter to what a lot of people might say or think, but to your point, once we delighted every touch point, now it becomes the new norm. It's an expectation that has now been set and now delight, Where does it stop? You know, Delight is here, and then it's here. And then it's here. And so So it's It's a whole different. So my thinking on that is that most businesses cannot delight at every touch point, and they certainly don't. Um, I think we need to meet expectations and the and the only way that we can do that is to listen and understand and and and then act on what we hear. And, um, most businesses are still very primitive, even when it comes to that, >>right? Okay. Give you the last word. What's what's the kind of the most consistent, easy to fix stumble that most customers are doing when you when you get engaged and you walk in, what's that one thing that you know with 90% confidence factor that when you walk in, this is gonna be, you know, one of these three or four little things that they should stop doing or that they should do just just just get off the baseline? >>Yeah, I think it's You know what I think it >>za combination of sort of speed and responsiveness. I'll give an example. I won't mean the company, but But I thought, man, in this day and age, this shouldn't be happening, right? It was a company that I contacted. I was supposed to set up an account and they said I couldn't for it just wasn't working. I tried different browsers, just wasn't working. So I sent them and eat. First. I tried to call, but I got stuck in Ivy are hell. And then I sent an email and my the email that I got back was an auto responder. That's I will reply within five business days. >>Five business days, Thio like, really, where? Why don't you just ask me to send a fax, right? You know, So So that's the kind >>of stuff that seriously I I want to solve that e mails like really in 2019. We're still responding in five business days. That's just that's just ludicrous. I think that's one of the and it's such it doesn't cost anything to respond in a timely manner and to respond at all right now. Here it is. It's been I haven't heard from them yet, so it's been like seven days now, so >>there's that just tweet tweet at the CEO going to, hopefully the >>CEO tweets and maybe doesn't tweet. >>I know, right? Yeah, well, in >>that you know nothing about opportunity for you because this is not an easy it's not an easy thing to do is it's hard to stay up with people's expectations and to drive new and innovative products when they don't necessarily even know how to engage with those things. >>Yeah, absolutely. Yeah, The field is wide open because, like I said, there's still so many companies that are still just trying to get the basics right. So >>Well, thanks for taking a few minutes of your time. Thanks for participating. Absolutely, She's in that. I'm Jeff. You're watching the Cube worth the Comcast Silicon Valley Innovation Center. Thanks for watching. We'll see next time.

(futuristic music) >> From the heart of Silicon Valley, it's the Cube covering Comcast Innovation Day. Brought to you by Comcast. >> Hey welcome back Jeff Frick here with the Cube. We're at the Comcast Silicon Valley Innovation Center here in Sunnyvale, just off the runway here at Moffett Field. Really interesting place, a lot of cool toys downstairs. But we had a conversation today about customer experience and kind of next gen customer experience, and how to drive a better customer experience so that you have a better customer relationship, and we're really excited to have our next guest. She's Kristy Schaffler, the director of customer experience for Comcast California regions. Kristy, great to see you. >> Thank you! Thanks for having me here, I appreciate it. >> Absolutely, so it's funny, we had this great little panel discussion talking about customer experience, but you kept coming back to employees, and really leading with employees before you worry about what's going on with the customer. Where does that mindset come from and how should people be prioritizing employees for the benefit of customers? >> So, you know, honestly, it all comes back to Comcast itself. It is a very strong employee culture. And so the company began as a small company, family owned, and I think that's what's permeated throughout the company as a whole. So when we started to introduced the best practices for a net promoter system overall, it was an easy grasp, I think, for employees to start looking at how is it that I'm going to be able to help overall? Because I think they're all out there trying to help each other. >> Right, well its funny, right? Because there's kind of two dynamics. There's a great dynamic of helping a teammate right? And this goes back to military rule and you fight for the person that you're with, and not necessarily some great cause or old white guys that are back thousands of miles away. But it's different in terms of getting bad news up to the boss. That's a really hard problem, and nobody wants to tell the boss bad news, and in fact, a lot of times, the bad news doesn't get up. >> Exactly. >> So how do you enable people to actually share the real bad news that they might be uncomfortable or not necessarily even addressable. >> Yeah, so what we did was we introduced our employees to the concept of elevations, and so what they do is they input an issue where they're struggling with helping out the customer. There's a barrier to them to be able to deliver the service we're expecting. And what happens is once that gets input, then that actually goes up into the region, we take a look at it and say "We can't really do anything with it here, but we can bump it up to the next level." That eventually gets to a point, especially in the case of employee tools, for example, where is has to go all the way up to the headquarters and there's a team that's ready and waiting for that to happen. So, when you tell them, "Hey, there's something broken here", they have to come back and respond within two weeks. They have to be able to get back with that employee to say "Here is what we're going to do about that" or maybe put on a map to say that we're going to eventually fix that. That communication goes directly back to the person who actually inputted. So, its a direct communication between the employee who's having the issue and the software developer who may actually own that tool. >> So it goes directly-- is it a special type of ticket, if you will? >> Exactly. >> That I want a post knowing that this is a-- I've decided its a high enough priority that I'm going to take the risk, and take the personal risk or professional risk to go ahead and escalate that up the chain of command? >> Right, so what I'm so proud about is we've gone back to the team and said "Give be your number one barrier that's holding you back?" . So they work it out amongst their peers about what they think should be the top issue. Then they get everybody else to watch that issue. Once you get a number of watchers on it, it becomes elevated into the company where it becomes a big issue, and its like Hey, there's a lot of people that look at this issue, want it resolved, and so as soon as they put that in, they assign it to the area that responsible, and that is a direction communication, because as soon as they comment, anybody who's watching that elevation gets an email in their inbox with the actual comment from the person who owns it. So, its a nice targeted communication for issues that they're having. >> So, is there any fanfare when there some big one that gets voted by the broader group that "Oh my gosh, this was a really big deal."? >> So recently, we had something that came up with our Xfinity Home, and so, as you probably know, we have the ability to have security where you can actually look at your cameras on your mobile app. And one of our technicians said "Hey guys, I'm hearing this from the customer.". So what they do is they come back in and they have a huddle with their team and have the discussion, and then that manager takes that and puts it into the system. What happened was it went straight back up to the person, they actually did a software update on it, And then our Senior Vice President of Customer Experience out of our corporate headquarters said "Hey guys, congratulations, that's fantastic! This got fixed!". Then that communication went directly back to the person who input it, so it's just a celebratory moment when you can be able to get that direct feedback from the customer, comes up through the employee. The employee's owning it as an issue that they can't solve personally, but they know to get it to the right people. >> Right. So you've talked a lot earlier today about employee tools, and so, you know, as you clearly there's something that you think is a great investment, how should people think about investment in employee tools actually manifesting itself in better customer experience with the company? >> Exactly. We actually had an elevation that was associated with that, where the employee was using a tool in the home, and when he was trying to check the health of the system, they found that there was a piece of the tool that was breaking off. And so, again, they took it back to the owner of that tool, and they worked with the manufacturer to go back and redesign that tool, so that meant that the customer was able to get better service, because of their tools aren't working, that's what they depend on to be able to serve our customers. >> Right. >> And so, it's key that we take care of them. >> So, just curious, to kind of wrap it up, what has the focus on the NPS, both the score as well as the process, you know, kind of, what's happened from then? Not only the, you know, the direct result in terms of changing in the score and execution details, but more kind of the second order and unintended consequences of that focus? >> Yeah so we've definitely seen our net promoter score increase year over year, so that's very exciting, and we're celebrating that, and we're not there yet, so we still have a ways to go. But the other thing that we're seeing is that the employees are feeling empowered. They're feeling like that they can bring back issues, but something that they share with everybody, they feel like they have a sense of "I can help direct where we need to focus our time and make sure that those issues are being addressed". So, we have an employee survey. It's actually called the ENPS, so actually, we send that out every other month, and ask for employees, you know, "How do you feel about the workplace?", "Are you motivated?". We have some of the highest scores of any company of employees that are motivated because we have set up this system to basically come back and say "Let us know where you need help", and we're coming back in and helping. So, I'm excited about it. >> Great, alright Kristy, well we need to have another followup conversation about NPS another time-- >> Definitely! >> --I need to get educated, but thanks for spending a few minutes, and inviting us to attend today's event. >> Thank you so much, I appreciate it. >> Alright, she's Kristy, I'm Jeff, you're watching the Cube. We're at Comcast Silicon Valley Innovation Center. Thanks for watching, we'll see you next time. (futuristic music)

>>from the heart of Silicon Valley. It's the Q covering Comcast Innovation date. You want to You by Comcast. >>Hey, welcome back already. Jeffrey here with the Cube worth the Comcast Silicon Valley Innovation Center. It's right in Sunnyvale, not too far from Moffitt. And they had a special day today, really all about customer experience and invited. Ah, lot of industry people around to dig into the issues and find out What is it that's all about customer experience. We're excited to have our next guest. He's ripped Gerber, the chief marketing and innovation officer from Velocity Rip. Great to see you. >>Thanks, Jeff. Thanks for having me here. >>Absolutely. Shade. It's over. People aren't familiar with velocity. Give us the give us the overview. >>A terrific velocity builds mobile and cloud applications 100% on Salesforce. To extend the customer experience into deep into industries such as communications, media, health insurance, government, energy and utilities, we extend the power of the cloud that power of sales force to help these companies compete to transform on to win and improve their customer experiences. >>So what's the tie with Comcast >>tied with Comcast? Well, Comcast is certainly a very innovative media company and of itself in a big sales force customer and some things that they're doing and that we learned about today and some of the technologies that we saw very exciting in terms of how they're integrating you knew content displays and products new ai ai technologies wth the assisted your voice activation modules that we saw others very exciting. So you're a Comcast, like many of us here in Silicon Valley, Certainly are on ah, on some amazing journeys with taking these enabling technologies in making our lives as consumers and customers. And business is so much better, >>right? So you talked about, you know, digital transformation. And he called them the Big Four for your customers, you know, Social Cloud, Mobile and Analytics. How are you seeing those things, Matt? Back? The digital transformation. It's such a big, chewy term. How do you help people kind of zero in on specific, actionable things and initiatives that they can start to see success? >>Right, Right. So we're about a decade in in terms of those transformation technologies that I listed earlier today in our panel, Social Cloud Mobile and Analytics, and we were about 10 years into these, and so many might say we're in a post digital world now and entering what we call a customer engagement world. I mean, so you take these technologies which are amazing in of themselves. You combine them together. Ah, and then you start creating the kinds of experiences that new companies that are cropping up disrupting industries and existing organizations are taking to do things better, faster, less expensive. So one of things that we talked about today is there's a lot of legacy technology. A stack. Let's take C R M, for example, where you have very old technologies that are there that are keeping companies back that are holding back those experiences because of the way that the on premise software has been customized. And it's kind of sticking their and new companies like Salesforce, which is, in fact, a new company. If you think in Silicon Valley, timelines have come in and created this amazing experience level on top that and that we work with Salesforce. It extended even further in those industries to create these these amazing technologies. Ah, pulling up the data from the legacy systems bringing in Social Mobile analytics. Aye aye, and creating an experience that is seamless, almost invisible to you as a consumer or as a business. And so that's when we talk about digital transformation. It's not just the digital part of it. It's the transformation of the entire technology stack inside of an organization of the processes that they're following, sometimes the teams and the people. And it's sometimes the entire industry and of itself, >>right? But is it is it hard to get a B to B vendor to think about delivering their product in the form of inexperience? Right. We hear it all the time, obviously, and and B to C, and everyone's trying to sell experiences and everybody wants experiences, and Gen X wants experiences. But if you think of a sales force application and delivering kind of CR and capability to some sales person on the line, how did they rethink that delivery in the form of an experience for that user? >>Sure, many of the existing ah metrics or benchmarks that you might have as a consumer Ah, business is air now being held to a CZ well, so Comcast is a terrific example where there's a B to see as well as it be to be sales organization on divisions and whether it's the contracting process that you might have with Comcast as a business or the sign up process you might have as a consumer, your expectations are growing exponentially in terms of seamless, fast, intuitive, personal. In those technologies that we work with, the velocity and salesforce together help enable that kind of experiences for companies. Media companies like Comcast, >>for example, right? The other piece of it, we talked about a lot in the in the room before we got out here is driving it internally with your own employees and really driving kind of, ah, customer centric culture and attitude and two degree experience within your own culture so that those people are then able to deliver that to your customer. How are you doing that at velocity? What are some of the priorities that you set in this area? Right >>velocities Five years old, we are one of the fastest ah growing clout, cos actually, in the world today, one of the reasons for that key driver is our core values. We say where values lead company, our 1st 2 values out of our seven, our customers first. And people are the core. And so you can't take. You can't do what we're doing Ah, and grow how we're growing and serve the customers with the results that they're getting the way that we're doing without those two customer first, customer centric strategy. Ah, and emphasis. But then people are People are at the very core of that, and they combine to basically deliver the kinds of results that we're delivering. Whether it's building innovative technologies, helping our customers with Salesforce implement those technologies and helping the leadership of those of those customers that we have you measure, benchmark and demonstrate. Ah, to they're consistencies the results that they're getting from those investments. >>Awesome. Well, thanks for Ah, for joining us today and you're at the event and taking a few minutes on the Cube. >>Awesome. Thank you so much. >>All right, he's rip. I'm Jeff. You're watching the Q worth the Comcast Silicon Valley Innovation Center in Sunnyvale. See you next time. Thanks for watching