Mastering a Future Proof Success Architecture: Implementing Value Streams and Success Planning in Gainsight
In order to setup customers for success you need to align the internal organization on a common success architecture and around value streams. A rock-solid success architecture is the foundation to: configure Gainsight , transform the organization and enable one common experience for your customers.
Hello everyone, hope you're having a very nice time at PULSTIL now.
Welcome back to the track 3, which is must have skills for high-performing CSMs
I'm your track leader, Rish, from Gainsight, and we are here for the next
session.
But before we start our next session, somehow, skipping, the session audio will
be recorded,
and it will be available on PULST library along with the presentation.
So you can just pay attention without taking notes. That's fine. You'll get the
recording.
And via Slido, we'll be going through all the questions towards the end.
And okay, so with that, we are here on the next session, Mastering of Future
Proof Success
Architecture. This session is going to be about how to design a nice value
architecture in Gainsight
and how to implement it as well. And for this amazing session, we have an
amazing speaker here,
Kisho, whom I want to welcome, and a very fun fact here. Not just an amazing
speaker, he's an
amazing flamenco. Not now, maybe we'll see him at the PULST party tonight.
Yeah. Okay, over to you, Kisho.
Thank you, thank you very much. KME, yes.
I expect a full-blown room over here, but it's only half. But that doesn't
matter,
because probably there was no AI in my tie. But what I'm going to tell you
today is very
much fundamentals to drive much better AI and input and output rubbish and
rubbish out.
I think that's an important aspect. So hopefully I can speech you up a little
bit on what we're doing
with success architecture. My first question is, who knows Siemens?
Yeah, well, I am in one of the parts of Siemens have many business units,
and I'm in the digital industry unit. And we have around 88,000 people. And in
there,
we have a business called Software. And in Software, we drive basically
customer success
management. And that's where we speak about recurring models, et cetera. So I
'll show you a
little bit later on the slide to show you that we are on the front-runner in S
aaS business,
because Siemens is an old company, 175 years old. Our software business is 30
years old. And
basically we come from a historical background of perpetual license. So
traditional business,
transforming it, let's say to perpetual, to SaaS business is already a huge
task,
because it's not just about throwing in a success platform, like Gainside, I
think,
ah, we solve now all the problems. The biggest thing is change management. So
getting customer
success through everybody's minds and brains. And then we also believe in
customer success and
what it means. And that's huge Siemens. Right? So I'm part of that. I'm in the
customer strategy
and success operations. We are with a group of 20 people now. We're growing and
also the success
organization, also part of you. We'll take, we'll grow, let's say, kind of
rapidly. And we do do
to a decent extent, also knowing that the things we deliver to the marketplace
are very complex.
We have complex customers, like car manufacturers, airplane manufacturers, also
knowing that these
technologies need to keep up in the air for 30, 100 years. You know, surfing an
airplane has to be
done for 30 years, also going back into the software. It's not like, ah,
putting customer success.
It's a startup and let's do some revenue growth and retention business. So that
's me.
Now 53 years old. Yes, it's still from ankle dancing. But this is my background
. I come from a manufacturing
background. I've studied engineering, did strategic management, digital
transformation,
and business model innovation. And also business model innovation is a
transforming
a company. You need to know where you want to move the needle and where things
need to happen.
Also want to notice that I start writing a book. I contributed to a book two
years ago when I
started writing a book with a co-author. So I might say, yeah, I know IT
architecture, business
architecture, architecture for designing a house. But this is success
architecture. And I hope to
give you a couple of glimpse on what's going on there. So it's very fundamental
thinking.
And coming back to that, you want to design a house, you have something in mind
, you go to
an architect and they figure out. So I want to take you quickly to Siemens to
our setup.
Also our strategy, we just released our strategic plan for FY 25. We are
waiting now in our new
fiscal 25. So we worked with the Success Organization on the strategy. How
should we let's say move?
Then I give you some principles on what I call value streams and success
architecture. If you
get badly also, I tell a little bit about how we're going to implement this in
games. I don't
implement this in games. We're actually in this project, in this big program, I
would say.
And again, the thing is crucial finally to design a good success platform and
also that
future proof and future ready. And a quick, let's say, insights also on the
roadmap when we go further.
So Siemens, I have just some quick, some figures and numbers. Actually, our
fiscal 24 numbers are
being published tomorrow, 40th of November. So I can't show that number, but
give you a little bit of
a billion revenue, only this unit, digital industries, and part of that is a
software business. So we
don't report the numbers out, but give you kind of idea, let's say, what our
recurring revenue is
compared to that 22 billion revenue. And we're growing, also this year we're
growing rapidly,
compared, let's say, also to the high growth numbers, we have individual
industries.
However, in our unit, and again, I speak about the unit software, it's about 24
,000 employees,
compared with the 88,000 employees. And we number one, as we say, in the market
, in manufacturing and
product life cycle management software, like signals, etc. They use our
software from early
requirements, design, manufacturing, finally, also to surface. So this is our
strategy. Just a
couple of, let's say, the pillars, we have a full strategic plan developed. We
also did a strategic
plan on a poster, so everybody can read it easily, what we're trying to do. But
these are the four
major pillars. So we want to build a data-driven organization, I think no
surprise.
We want to drive customer business outcomes. That's a key thing, what you see
later on, that
outcome thinking, and what we call outcome engineering, is really going to the
minds and
almost the hearts of the customer, what they're trying to do. That's a key
thing of finally
designing, let's say, good outcomes. And actually, I took on position last
Monday on
driving the outcome engineering unit. So this is my new progression of start
really focusing on
those outcome components. Developed leaders with digital transformation, so we
had information in
the manufacturing space. You can't talk with the customer if you have no clue
about how
manufacturing works, how you design a truck, how do you manufacture a truck,
how do you
surfer to die as a truck. All those kind of things you need to know, and it's
very crucial,
instead only looking at your desk boards and looking at numbers and figures. So
we insist that
every CSM goes into the factory of the customers. Go around, winner, and then
let's say work your
way through. It's also about the relationship building, right? Not knowing the
industry,
knowing out of business, CSM, at Siemens. That's a clear fact. A streamline, of
course, also business
processes, especially in operations, what I'm in now at the moment is, let's
say, streamlining
the processes not only in customer success, but cross-company. We started last
year, a full
profile, let's say, to renewal to become integrated along customer success. It
's a massive operation,
and it's easy to do on paper, but also you come back again to change management
right? All those kind of people that have to collaborate and design the new
process,
agree with the new process, the way you work, etc., is a massive operation. But
we're almost there,
and we're going to roll out next, just only the processes.
Okay, just before I go, let's say more to the desk, just a couple of principles
. So
see that? A few hands there. Okay, great. So value streams, I think it's event
ed by Toyota,
or wait, I think in the '80s around Cikleen Sigma, and optimizing processes,
right? And
get maximum value out of a process. And they named it a value stream. And it's
also a concept
we're going to use, and I'll show you later how that works. But key crucial is
what you see here.
If we go along the customer lifecycle, so we put the customer first, that's one
thing,
not layer model, that's how we internally operate, do what's a customer, etc.,
we take the customer,
first, that's a customer journey, and I think most people are familiar with
that.
Along, we position value streams. So already early from the beginning, when
they have the first
touch with us, we plug them into a value stream, and we take them along the
journey into that value
stream. So it's very focused. And I'll show you later that the value stream,
and we can have multiple,
obviously, because we have many, let's say, type of personas and roles to serve
, is that a value
stream for us is a product. That sounds a little bit strange. It's a product-
something physical you
can touch, but for us, a value stream is a product. Something you can develop,
you can manage, roll
out, and finally also let's say, and basically we go, let's say, from value
expectation,
early from the customer journey, finally to value realization. So it's fully
plugged in.
Now, another perspective is our call success architecture. We are using key
main principles of
frameworks that already exist in the marketplace. So that is not new. I start
with non-personas.
Who are we serving? What kind of job to be done they have to do? So he was
using the jobs to
be done framework. Who's familiar? Please read it. Have a look at it. It's
going in a mind of people
and to understand unmet needs. What people are, let's say, trying to do in
their job to get done,
and not because they have to use an Excel or a piece of technology. It's a job
to be done. There's
a fundamental way of rethink the business. That's number one. Then we look at
process.
So we also have standardized processes in the marketplace. Also for
manufacturing. There's
only two manufacturing that you can standardize processes. There's also
something we have
basically embedded. In this case, APQC is the global standard for process
development. Have a look at
it. It's an open community. You can download different, let's say, industry,
overviews,
and also different, let's say, process levels. We worked the way through
because
if you don't have that saving or which job to be done is plugged into that
process. So process
is a piece where people expect to get value. You go from A to B and you expect
value. And there's
maybe solution in for Siemens or a combined solution or less combined
technologies is people
going into the process where they expect value. So that's number two.
Number three, solutions. We have solutions, of course, to serve that process
and serve that.
Sometimes we need to design or redesign a piece of solution. And we put that
under what we call
digital threat. Because we have around, I think, 80,000 products. We have many
solutions. We are
repackaging our go-to market. We call it a digital threat. A digital threat is
basically a
digital transformation component. Then we can position to the customers, say,
this is what is
right. Okay. Another thing, and it comes from success chain. I'm not sure if
people know success
chain, developed and also trained this, I think, about four years ago on AMP
and framework. It's
about adoption metrics, performance metrics. Adoption metrics is your internal
view of how
customers are consuming our technology. But again, it does stay tight.
Customers are adopting
that you can stay that customers are doing a good job in their process. So
therefore,
we have developed performance metrics. Performance metrics is what's happening
at the customer in
their part of process, or, say, process metric. It's also fine. Are we moving
in the needle? Are
we reducing? Are we optimizing that part of process? And both are important for
us.
Because if users goes up, customers doing perfectly, it's looking at the
performance metrics.
And there will be probably a question comes after a year. But how do you get us
performance
metrics? I know the adoption metrics, you know, if the data analytics and the
data lake and all
the stuff. So performance metrics is the interaction we have with our customers
. Early in the sales
cycle, that we set up a success plan, and we agree both, both party, for
example, engineering cycle time.
You know, what is that today, customer? What do you want to achieve seeing our
new solution?
Or what can we expect? So performance metrics has to come for customer, but
something we capture,
we measure. Finally, we also have in the success architecture, no surprise, is
change management.
Because bringing a piece of new solution or new technology is the whole, let's
say, way of finally
getting them, let's say, on the level of skill set, the level of understanding,
how they need to
serve that new process. We have developed tactics, adoption tactics, around 60
plus,
out of best practices, that we easily can plug and play in this architecture as
well.
Because people say, "Hey, you need to drive adoption." I said, "How, when, whom
, which part of the
business? What's the mature of the people? Is it the different culture? Do they
come from paper
to digital? Or they migrate, right? So this piece is, of course, a very
important piece,
finally, to get that to work, right? And get the mechanism started. So we so
far, it's clear.
Value stream success architecture. If you put them together,
we have the customer journey. You can have multiple value streams. Imagine
yourself,
at Siemens, we maybe can develop 50 value streams. And one, give one example,
systems engineering, which is part of engineering business. We call this a
success product.
These are products. And the product is configured by using the success
architecture components.
These are elements. We configure and we build a new value stream. We configure,
build a new value
stream. So you see also the things here like people, process, solution, metrics
, and change
tactics. We combine them into a package, a configuration, serving a value
stream.
So this is a fundamental way of thinking. It's like doing product management.
How does it look like? It looks a little bit of role, job persona inside the
company.
And I will explain a little bit for you because you maybe can't read it at the
back end.
But in this case, we have a value stream. I want to. So this is a performance
matrix. That's that
process. Minimize the time to configure valid day do products. Minimize the
cost of non-conformacies.
What we do in performance metrics, and there's also driven by the job to be
done framework from
Tony, if you read this, I just cost minimize likelihood. These are the
fundamental language
pieces. Start speaking about metrics and moving the needle. Because if
customers say, you need to
reduce my cost, I ask how, where, when, which part of the process? Yeah, by
minimizing the
engineering cycle time or minimize the cost of non-conformacies. That's how you
make those
relationships. Jobs to be done so that I can control the cost and quality of
the product range
expansion. That's his job to be done. That's making a promotion and getting a
better engineering
manager. That's from the eye of the customer. Finally, we have which real
result in an outcome.
He will speak about outcome, outcome engineering, eliminating manual efforts
for dividing and
maintaining multiple bumps that result in controlled product performance. It's
a long sentence.
So what you see here, it's nothing about directly with technology, whatever, is
that
something that the result he wants to achieve. And what impacts, and here comes
the other view,
is adoption metrics. It will impact around 100 team center users. The team
center is one of our
products. And he has 100 users in his team for system engineering that need to
be, let's say, kind
of up-skilled and changed to the business processes. So the standard components
of business process
and the standard solutions of Siemens into that. This together is a value
stream. It's easy to read,
easy to get commitment from the customer, easy to drive the conversation on
what kind of
figures and numbers they expect. So imagine yourself, you have value streams.
You go to the
customer, you can make a combination, you can tweak them according what they
have today,
baseline, target, et cetera. And there, basically, if you stand, let's say,
input for a success plan.
So this is something complex, you thought, in the beginning. Describe it in a
persona type of
perspective. It's almost a value proposition. And this is what we manage
downstream.
How do you measure, you would ask. Maybe that's an next question later on, but
yeah,
I'll find it's on paper, but how do you execute the measure? So two things we
measure,
how does that look like? Something like this. The blue lines, two blue lines
are the performance
metrics, the customer process we are improving. And if you read from the left
to the right,
and I give you an example that design cycle time was 120 days and after eight
reduction,
of course, because of the solution, retrain of people, et cetera, et cetera.
Another blue line, the non-conformacy cost, they were around 50k at the moment,
they were around 10k.
Of course, these numbers you need to get from the customer to grab those things
we can't have access to that. But the crucial aspect, because this is what we
're going to show
during a QBR, or let's say a close to renewal, but we move to needle for you.
And we don't make
any ROI calculations of dollar value. That can the customers already do from
this graph,
right? Because I think sometimes that's a dangerous area. Orange, these are
adoption metrics,
you've seen uptake in there in the amount of active users. I think we're all
familiar with that.
Active users goes up, and we measure also our customer health. The customer
health is
juggling a little bit around. There was a dip over here. The health, but here,
it went up,
again, to a kind of stable situation. Another thing, also in this graph, you
see two measures,
what we call time to value. The earlier you can have a time to value, are you
happy with this?
The better, finally, we can use it also, let's say, in our renewal discussions
or during a QBR.
We can, for example, understand, hey, why we have struggled, let's say,
still with the users going after. We still need to train a lot of users before
they go active in
the system. And of course, that's reflecting. They were still, let's say, not
making, let's say,
any new progress in the process, right? So this also gives a lot of discussions
To my opinion, it's very simple, easy to read. And also, for me, this is what
we call value graph.
Adoption, performance metrics, as a result, fine of that value stream, what you
've seen.
Okay. So how does it look like in the eyes of success planning? So those value
streams are
basically Lego blocks. They're into a library. We have the discussion with the
customer. We bring
us value streams on a success plan. And it gives just an example over here. One
value stream plugged
in into the success plan. You have my, maybe, multiple, maybe two value streams
three into one
success plan. I also show you how that works later on. Implementation. At Siem
ens, it's almost,
we have some products that kind of instant on, but most products need to have
some configuration,
because it's a particular customer process we need to configure. So project
manager is in there,
taking care of the implementation plan, usually maybe one to three months. And
also in there,
it's an adoption plan. Remember, I spoke about that you have a value stream and
using that
success architecture with adoption tactics. We describe here how the adoption
tactics should
be leveraged for this customer. So we make a set. We've predefined sets. They
advise him to start
using. So this is for us a success plan. Implementation plan, of course, more
technicalities and adoption
plan, which is more coming along with change inside the customer organization.
Now more from my
infrastructure perspective. So what we're doing today is a still area. So here
we have the customer
lifecycle, value expectation, value realization. Value expectation is where the
sales is happening.
So the sales is using a value database. So the value streams are there, seen
with the customer.
That's our system solution link. So here is one of the examples of a value
stream. They make
that selection, finally make it ready for the customer success manager to pull
it into gain
site under the success plan. So we start consuming those value streams as just
products, right? And
we tweak it along with the customer, finally just put it in execution, which is
happening in
gain site. And obviously there's also sales force floating around with an
additional customer,
etcetera information. So how does it work in gain site? We're now into an
implementation
program with gain site. And like I was saying, for me it was first important
and it's much
broader, the whole picture, but this picture, the set architecture and it looks
very promising
already. So it's like, hey, what do you want to achieve? Is it future ready?
What do you want to
get out also into the future to make it much clearer? People may be all
familiar with it.
But with two things. We have, of course, the customer and the customer has
goals that
standard in gain site standard data model. And the customer success plan as
well. You can make
associations with the goals. That's the standard data model, okay? What we have
, the value stream
is basically a call to action type. There we have completely configured with
that job persona
description as an engineering manager. I want to blah, blah, blah. Basically
what you see here,
that description is configured in here. And we can, you can create them from
scratch or you take
them from that library, like I was saying. And here's the example that we plug
in two value
streams into that success plan. This is part of the arbitargeting or which part
of the process
arbitargeting. This is why really starting the execution with personas. And
finally, of course,
you can roll those things up, okay? Well, we also have configured in this part
of the data model.
I spoke about adoption tactics. Remember, we have 60 campaigns, adoption
campaigns,
with combinations of those tactics. And what you see here is a couple of those
examples.
So they can configure a value stream according to what the customer wants. They
could configure
the different adoption packages or tactics, they have in mind. Okay? But we
start capturing
AMPM in gamesite. Adoption metrics, I think there's logical semantics is, let's
say, asking
the customer and make that record inside gamesite. And they can plot something
like this. And of
course, that's a relationship, big build. Maybe people know that value metrics
are related to the
goals. So this is the whole kind of, maybe you think it's, ah, it's not rocket
science. It is,
it is rocket science, but the well-fought through. And also, I find how we're
going to use it. So,
I've here saw a couple of screen grabs. What we configured today. So this is a
standard
success plan. You have the customer, it's a fictive customer, by the way, but
we were testing this
whole setup. You have your success plan set up. Like set a success plan is for
us, the placeholder,
which department, which unit, which part of the process are we going to start
improving.
This is the first description. And there's a relationship to the goals. That's
what you see here.
Association goals. We going to start using the value streams. So usually, maybe
people are
familiar with gamesite cockpit, we have CTA's, we have that configuration for
value streams.
Basically, it's a new object. So value streams can be created from scratch.
You can see the description. All value streams can be, let's say, pulled from a
library, like I
was saying. Imagine yourself, you have 60 plus libraries, you plug in those
value streams.
Time to value. You know what kind of, let's say, um, baselines do we want to do
we have,
and what kind of objective you want to, ah, strive for. That's all happening in
here.
So this piece of work is now digital as a component, right?
Coming along with the value stream, we can start using a playbook, because that
's a
mechanism in gamesite, that customer back on, on green or whatever. It's
adoption,
environment, where with playbooks available. A couple of playbooks that we can
plan with the
customer. Adoption tactics like in this case key benefits, training need intake
site super use, training, capability of the adoption and PLM overview. Just for
an example,
we're 60 plus of those. Very much more into the change in mind of customer.
Finally, here on one of these goals, we have a, let's say, a whole list of the
defined metrics,
the blue and orange ones, to start capturing those records, a finely plot a
graph, like you see the
orange in the blue part. Today, we're using Excel, no surprise. Soon, it'll be
less a really
digital available. The great thing is also that we can do basically a close
loop. So back to the
value engineering team to show them the real field work, right? So that's also
part of the
next step we're going to do. And finally, this is the development roadmap. So
you can't do everything
at once. So we have all adoption playbooks in soon. We have the CSP execution
timeline
embedded, so we want to be more predictive on how to execute the CSP, the time
to value measures,
etc. The solution is so we can push those value streams in from one library to
the other library.
All the playbooks comes in for the nurturing. We go to the availability of
value stream templates
in solution link, because they are still developing also on their side. It's
still a little bit tricky,
you're just going to say, yeah, I have a PowerPoint and throw it, you know,
with all this piece of
information. We have now a template, but ideally for the future, we start plug
ging in those elements,
you know, like the job to be done description, like how we are moving the
needle, like maybe
value quotes from this persona. And we're also working out on a value score,
not an NPS or whatever,
because that's more about the product, a value perception score, VPS, it's
invented by success.
What was the value received, Mr. Customer, and they can make a selection. We
also capture that
value score. Okay. Back into solution link, like I was saying, so that's the
feedback loop.
And yes, there it is, AI, only with AI in this whole presentation. Of course,
we're thinking about
AI, right, trends for the different persona roles, finding patterns in the AMP
metrics,
finding patterns in process improvements. But you can't do it without having a
good foundation,
right? So what you see here is building the foundation, finally to leverage AI,
so we need
to experiment, definitely, to help, let's say, finally, not only CSMs, but also
customers,
themselves, because also no surprise ties it and put it in a website where the
customer can self-serve
using that value stream from beginning to end. That's kind of ideal state,
right?
That was it. I think 12 minutes left. Oh, Jesus. Thank you.
Yeah. All right. Let's start with some of the questions here. The first one is,
how did you get the sales organization to line with the model where performance
metrics are
discussed and agreed in the pre-sales phase? Yes. Good question, by the way.
And luckily,
our pre-sales was already using solution link. For five years, it's out there.
Some teams are
using it. Some other teams don't using it. But there's a high push and mandate
from our leadership
to start using solution link. So in there, we have the value streams. We have
the performance
metrics. We have objectives, all those kinds of things that you usually collect
from an interview
with a customer or value workshop they do. So our pre-sales folks are very much
, let's say,
kind of trained and aware. And we recently did last week, I think around 250
pre-sales, guys.
They went to a retraining of solution link again. It's more, again,
Monday that you need to use those value kind of components. Diction also for
the implementation
gives less risk. All those kind of things are the advantages. So it's out there
, like I said,
it's not something new. Lots more that people just hook them on, but also
understand how they
contribute downstream to the success realization. That's also what we have
redesigned in the
processes. There is an official, what we call, handoff or transformation
between the sales team
and the success realization team to understand what are those value streams,
what's custom
expectation in there to get finally better execution. All right, moving to the
next question.
What are the KPIs for your C health related only? Yeah, both are basically.
They're both
commercially driven. Of course, AR, NIR, we look at, let's say, not health. We
don't look at health
course, whatever. We look, for example, if they have a success plan in place
and the success plan
is being executed and what's the health state of the success plan. Again,
because just saying,
hey, you need to have a success plan, you upload it in our work, it's in the
same thing in the box,
you don't know what's happening with the customer. So this is one of the
measures,
what's the quality of that success plan. So basically, it's both. It's
financial, but also
more pros from the pros of one of you at the end. And ideally, which is not in
yet, is of course,
value being delivered and outcomes at the customer. You want to measure those.
Okay, all right, moving ahead. With the framework, with the framework from
value
expectation that is sales, to value realization done by customers across these
stages.
Also, also a very good question. But again, I think more, we initially, I think
, already started
at Siemens also, maybe 10 years ago, value selling. Value selling is a method,
instead of, let's say,
of consultative value selling kind of, that's a kind of, let's say, fourth
process. You want
to kickstart early. So everybody's on the same page and basically, it drives
through all the
organization. So, again, you know, targeted for that, doing value selling,
instead of product
selling, you know, or making the big contracts and throw all the solutions in
the software,
and then give us the problems and success. Okay, now you need to adopt it and
land it. The one
is your value, by the way. Okay. So it's, again, it's a mindset that we all
have to do. And the
process, like I was saying, the handover is very much around those value
streams to success plan.
That's a controlling mechanism, basically, we use cross teams. And we say, "See
the light?"
Sometimes I say, "Yeah, but I already do 30 years, this type of business."
So that's the kind of, yeah, that's change management, right? Yes.
Organizations looking to scale their CSP frameworks, and are there any pros and
cons you'd recommend
focusing upon? Yeah, a couple of things. I think the framework is very generic.
I spoke also with people of financial world to say, "Yeah, we're also value
streams,
but a more financial purpose or HR purpose." So I think that's generic,
scalable, but of course,
you need to figure out, you know, what are the components in there? So the job
's to be done,
the standard processes in those industries, et cetera. And the adoption tactics
, what us helped
very much was that adoption tactic to put a little bit more meat on the bone,
because everybody says,
"Oh, you need to drive adoption." Yeah, do some training. Yeah, actually you're
laughing.
It's true, right? So adoption and value are just labels, and if you ask what's
underneath,
then it's quiet. So we try to put meat on the bone, also for the scaling part,
how to drive
adoption. We have adoption campaign that's how to scale an organization. It's a
combined tactics
where we do scaling. It's about messaging, buying from leadership, et cetera,
all those kind of
things. Just an example, if this hopefully answers this question.
Okay, so next one is around success plans. What are the expectations for
maintenance of success
plans by CSM? How often are plans revised and how accurate and timely is the
data input?
So basically the flow of success plans and when to put data and how to track it
It very much depends on the intention relationship you have with the customer.
You can might do that quarterly business review where you act together. It's
like,
"The performance metrics we achieved, this is a value cloud." On a weekly basis
, you keep
maintaining success plans if you're moving a needle. That's the conversation
with the customer,
because you need to grab those performance metrics. It's looking at adoption,
the quotes,
from a persona. Because for us, a value cloud is very important to get into
success story,
for example, and powers a success story as well. So plans revised, it can
happen that you revise
a plan because there's maybe some struggles or, let's say, new prioritizations.
Yeah, then let's
say they put the plan on halt and create another success plan. Or you put the
value stream halt
and you put another value stream at place. It's more the flexibility, accurate
and timely the
data input. Yeah, I mean performance metrics maybe once a quarter when you have
this quarterly
business daily, that's the refreshing of the data lake and the data pumping in.
So that's a kind of
view you would have. And again, depending on the trust you have, the
relationship with the customer,
if they're willing to share that performance metric. The earlier the better you
can sell this
whole concept about success plan and how we measure AMPM, most customers get it
. Because they say,
"This is what I want." I was in a call with a large customer and the sales
director in
America's, it's a huge customer from us, and Dr. Valle and Dr. Pissona. The
customer said,
"This is what I'm looking for five years. You're already telling me this in
three slides."
Okay, get it. Now execute. So it's that failure stallary also around early in
the sales process.
Get custom also on this fault and then again with double getting. And they were
much more
convenient to get those data points in. Otherwise, you will struggle and they
won't share it.
All right, we'll do last two. How did you drive consistency in the process
across all the CSMs
around the world? It's probably integrating with different regions, getting all
the CSMs together
on one strategy. Does it work for you? Again, change management. A lot of it.
Yeah, it's, I want to say hell off a job. Sorry for my worrying, but it's a
hell of a change.
Introduce people on the concept. Then they start using it and they need to
coach them.
So what we do is coaching sessions. It's monthly. It's kind of Q&A for the
different
regions. Why CSMs come in. They have maybe a problem they face. Or they do a
direct with me,
one of my peers. He's a test plan and the engagement. Yeah, let's talk through.
So
it's also that they open up to you to share, let's say, their thought process.
You can coach
them on, "Hey, I will do this a little bit differently. Hey, but I've problems
with the customer."
He said, "This doesn't fit. Let me think about it. Hey, let's pitch this." So
it's a kind of change
management thing. You can train them to coach them, take them by their hand,
make them comfortable,
and also let them speak. I hope to see next year, if it's an Amsterdam again,
or Barcelona,
whatever, to see CSMs here on the stage, speak about how they serve a certain
customer.
Using the same, let's say, fundamentals. They get some CSM and you have to take
a little bit more
by their hand. That's it. Yes. And with that, we'll come to the last question.
Is this framework applied to every customer and what is the customer volume or
the account to
CSM ratio in that case? Yeah, so the intention now, of course, we want to do
every customer going
through the same framework, the big accounts, because that's why I have this
conversation with
the personas, speak about value, et cetera. Ideally, like I was already saying,
when this
framework with the value stream is standardized, you can plug it into a digital
experience.
So early on, you go to the website, you say, this is my job role, this is the
med needs,
and it gives you, let's say, three value stream options. And you subscribe for
the value stream
options. It gives you the change you need to have. That's my ideal future state
where we want to go.
So it should serve cross-industry. So even customers with a small account or
small team,
with engineers, get access, let's say, to the world-wild brains of the bigger
engineering firms
and manufacturing firms, because it's not standardizing in those blocks. Does
everything fit 100%?
No. Is the world 100%? No. Everything we serve already achieved a lot.
Of course, let's say, every segmentation. The volume, sorry, of number CSM.
Yeah, we have low
touch CSM's that work around one to 50, moving to 1 to 100 accounts. High touch
CSM's are 1 to 12,
1 to 1. There's full blown, for 1 CSM. Yeah. Kishia, I mentioned the last
question,
but I see a very interesting one here. One minute or so. Just one. How do you
handle customers
that don't want to share their information with you? The first one here.
There's so much that I want to share information with you. So much that I want
to share information
is usually during the QBR. Ideally, I'd say in the QBR, we ask also the leads
of the customer to
present. That's the ideal state. They basically present a project that
basically presents improvements
or whatever. But they don't want to share the information with you. Yes. Then
you can go to
maybe some figures and numbers where you can find baselines, because the
customer sees the MEL,
but the customer, they don't know the baseline, they don't know the targets for
this piece of process.
Okay. Chat GPT. There we go. It gives you the numbers. I was at the big truck
manufacturer
in the factory for certain machines' performance. They wanted to give or they
didn't know.
I asked Chat GPT specific for that type of industry and exactly, I'll say, the
numbers
they were going after. So also there, you can use it. Right? Be innovative, be
creative as well.
All right. With that. That's exactly on time. Yeah, exactly on time. We are
towards the end of
this session. Thank you so much, Kisho. Thank you.
And, Anne, before we move ahead, there is the survey link of all the sessions
on the
app. Please do fill those surveys. You might get a chance to win a few at the
Pulse Party. I know
there is some time, but yeah. Thank you.
