PegaWorld 2026: NBA in Action: Cross Industry Use Cases for Hyper-personalization

Oh. What's this? What's this? I've got a letter here for me. Oh, it's a golden ticket. It's PegaWorld amazing. I heard that's a great event. A lot of the leading decision cities in the world will be there, so I'm looking forward to that a lot. Um, right. What do I need to do first? I need to go and get my flight booked. Okay, so I'll go to my trusted airline U+ fly, have a bit of a search around. Uh, yeah, I think that's what I want. That's flying from London. Vegas? That's the date. You know what? It's a bit expensive. I'm not actually going to book now because I'm going to look around. I'm going to go to a comparison website and see if I can get a better deal out there somewhere. Oh, that's my that's my phone. That's how it look. Oh, I've got a message from from U+.

Fly OK. It's an email from them. It's got all my dates. They've got some previous booking information, etc.. Um, I didn't even put anything in my basket or log in, but they somehow managed to recognize me and connect the data. So yeah, I wonder how on earth the airline knew how to do that. That would be me. Oh. That was me. I'm your brain. Oh, of course it would. What was that hat you're wearing today, Joe? Today I am your your pilot from U+ Fly. And I thought I'd be a bit maverick today with my pilot's cap. Oh, so it was you that sent me that email? Was it the brain? It was me. Yep, yep, it was me. I sent that through. Message stream. Oh. Message stream. Have you heard of message stream? Yeah. Isn't that the um, the email service that Pega released a few years ago?

It is. It absolutely is. It's our native tool to CDH, which allows us to send emails straight from the brain. Um, but I also decided what you were going to get, right. So because I know everything about you, I know that you've flown with U+ fly three times in the last two years. I know you've browsed flights today, but you didn't book. I didn't. I know you value extra legroom, which I can see why. Um, saying the length of your legs. Um, and I know that price is a factor for you. So the moment that you walked away, I asked myself, what's the best thing I could do for Ed right now to bring him back? Okay, okay. That works. And the best thing was that email, right? That was the best thing. Was that email, that specific email? Not something generic, not just about cheap flights.

This was specific for you your details because I'm not guessing. Okay. I think I'm going to go ahead. I'm going to book that. It seems good. I really pride myself on being empathetic, being relevant, being timely and being consistent. You see? Okay. Excellent. Right. So we've got the confirmation. Got some bolt ons there so you can get a bit of an upsell. And I've also got some tips, some some gambling tips. That makes a lot of sense. You know, make sure I don't get into too much trouble in Vegas. It does. You see, I know exactly where you're going. Ed. Right. You told me you're flying to Vegas. And rather than sending you just a booking reference and leaving you to it, I asked myself, is there something genuinely useful that I could give you right now? Something that shows that U+ Fly really cares about you as a person, not just, you know, as a, as a kind of a number on a book and say for gambling tips, quite a good idea really if you're traveling to Vegas.

Right? There's a lot of that goes on. It feels like you're educating me to engage with those sorts of service messages. Totally. Totally. Um, right. Well, I better get get ready. Get ready for Vegas there. Okay. Right. Off to Vegas, are you? So, ladies and gentlemen. Vegas. Is ready to fly to Vegas now he's about to be 35,000ft above the Atlantic. And I want to talk to you about something important. And that's what I decided not to do on that flight. So whilst Ed's up there enjoying his extra legroom, I'm going to be honest with you. I could have provided him a lot of other recommendations. I could have perhaps given him an upgrade. I could have tried to sell him some ancillary services along the way, or perhaps a co-branded credit card, but I haven't. Right. He's in an economy where you'll fly to Vegas.

In economy, he's a mid-tier loyalty customer, and the data tells me that the probability of saying yes to an upsell at 35,000ft is pretty low, and the risk of annoying him is pretty high. So I made a decision just to let him fly. Let him enjoy that flight with all those Pega people and Pega clients, right? So for me, it was about giving him silence. Well, you know, even though I was in economy, I got some sleep, which I think will need for some of the PegaWorld parties. So yeah. I'm happy. Good. See, knowing when not to engage is just as important as knowing when to engage with your clients. You know, I'm not here to send as many messages as possible, but I may send you a few today just to just to give you a bit of warning, I'm here to decide the right one.

And right now it was silence. And this just highlights a few of the potential issues that an airline might try and address with their customers. Generally, we see airlines thinking about things like acquisition, engagement, the trip, ancillary services, perhaps servicing the customer's loyalty or co-brand. And just in that short little bit where Ed was booking his flight. We noticed acquisition, engagement and ancillary services. And if you head to the breakout 315 this afternoon, you can hear how Transavia themselves actually do it. Transavia that's the. That is the Dutch airline. Yep. Absolutely worth attending. Yeah. Got a message here. Let's, uh, let's have a check. What's going on? Okay, we've got this message. What's this about? Welcome to the US. It's from a ucos U+ comms. My, my my comms provider. It's about roaming data. I meant to get the package before I left. I didn't, I forgot, but they're offering me full hours free data.

That's good. I was going to buy an eSIM, but now I've got an incentive even before I asked. Yeah, you see now, at the moment that your SIM registered on the US network, that was an event, right for me, and it fired into me in under 200 milliseconds. I asked myself, what do I know about Ed right now? He's just landed in the US. He's got no roaming. What's the best thing I could do? Well, it's not to sell to him, right? Right now he's got no data. I can't actually send him a message. Right. Or it'll cost him a lot for me to do so. So I thought of something genuinely of value first. And four hours of free data kind of makes sense to you, right? It did. So that was you. That was the. That was me. I am now your U+ comms brain.

Okay. See, you probably know that we have Pega has a long experience with comms. In fact, the first implementation was comms of CDH. That was like 20 plus years ago, wasn't it? That was 2004, right? So a long time ago, 22 years. And how things have changed, right? In fact, one of the things that's really changed is the use cases that comms providers now actually use with their customers using CDH. So that, that reminds me of the you know what you've done there. You've set me some sales and some service messages. Reminds me of some data that I saw of an organization that was just doing sales messages. It was a lot of pressure from the organization. Lots of impressions from my product, etc. and they started doing service messages, targeted service messages that added value. And the clicks on those were great. But that increased engagement from adding value also drove up sales.

So it's not just about sales messages. No, totally. Totally. Gone are the days where cross-selling is the only thing that people do with CDH. Right? I need to get this data sorted so I know it's going to be expensive if I don't. Okay. So okay, I'm in the app here. I've got a pop up straight away that's. Got an app. Yeah, it's a smartphone. Um, okay. Great. Clearly explained. Looks nice. Yeah, I'm going to take that package, especially as they gave me the four hours free incentive. Yeah. See, I wasn't showing you a menu. I was showing you the chef's special. So based on what we know about you, where you are, how long other people stay in Vegas. It's not somewhere you go for a two week holiday, is it? That's adaptive intelligence. That's continuously learning what you're most likely to be interested in to at what price point and at what moment did a pretty good job, right?

Absolutely. Oh another message. I'm getting a lot of messages today, aren't I. You are. You're going to get a few more as well. Luckily they're relevant so I keep checking them. Well, exactly. Yeah. Okay. So what's this. Oh some useful tips here in the US. Nice. Okay. So more value add messages that you're sending. Totally. I thought it would be a nice idea to send you some tips whilst you're here and help you minimize some of your costs. Right? So we don't want you spending loads of money. Yeah. Yeah, absolutely. Other ways to do that. And another one. Crikey. This is this is a lot, but let's see what we've got here. Okay, so I'm out now. I'm on the I'm on the strip into the hotel, I like this. What they've done is they've looked at what loyalty points I have. They've matched that to where I can redeem them.

And that's a real value add, right. I want to I want to use my points to get a coffee because after that, you know, that flight in economy, I'm definitely going to need it. Yeah. See, it's not a coincidence. You see, I know that you just landed. I know what time it is. I know that you've just made a purchase, and you're probably in quite a good mood right now. And you like U+ coms. But I also know that there are quite a few Starbucks in Vegas, and the probability of there one being near you right now is quite. And the probability of you needing coffee is therefore also quite high. Okay, t perhaps not so much. All right, I'll take. I'm a happy U+ coms customer. I'd say you are a very happy U+ coms customer. And within coms we think about so many different use cases that we could have been considering in terms of core issues across the core issues of acquire, on board, nurture, grow, service, retain and resilience.

And just now I actually showed you Ed landing in a foreign country. I gave him a service action, a cross sell, a reward, some useful information that's for use cases, all perfectly timed, all within a couple of minutes. Um, obviously you understand the concept because relevance isn't really about knowing somewhat, just about knowing someone. It's about knowing them right now in the context in that moment. Yeah. And sometimes it's about playing the long game. And seeing as we're in Vegas, that's quite a good idea, right? Play the long game. Yeah, yeah. Well, I've got my data pretty happy. I think it's time to hit the casino, get into the casino. Or for you, but carry on. Because apparently you can't lose, can you, in these these Vegas casinos. Nope. Right. So I'm going to get 1,000 pounds about 1,200 USD. And let's see what happens.

Oh, here we go. Another one. Okay. Oh, this is from my bank. Okay. They've noticed that 1,000 pounds has been taken out. Okay. That's good. I'm glad they checked. Nice looking message. Easy to respond to. Okay, so, yeah, I'm going to accept that. Happy? Yeah. Yeah. You see, I saw that you made a large cash withdrawal in the US. Right. And it didn't match your usual pattern. Um that's a risk signal to me. But instead of blocking your card, which obviously in Vegas, you're going to, you might need it. Um, I decided to check in with you first. One tap to confirm because I'm trying to protect you rather than, you know, the bank, as it were. So I want to make sure you keep your money safe. And now that you're in the app. I thought it might be a nice idea to give you some tips for while you're traveling to help you keep your money safe.

You know, it's not a pitch, just useful information because I know you're spending in an unfamiliar country and you might need a little bit of help. Okay. I like this. Yeah, I'm pretty happy with the U+ bank so far as well. Yeah. That's the idea. It's relevant to me. Feels like they're on my side. Absolutely. Yeah. And here's the thing. You see, I could have given Ed a Next Best Action for a credit card. And commercially, there was a case for me to do it right now, but I didn't because he's just had a potential fraud scare. I didn't think it would be in the mood to be sold to. And I only know that because. And I can only do that because I've got enough actions in my action library to be able to find something genuinely useful. And that's really the principle, right, is the more actions you have in that action library, such as service, actions, nurture, educational, the higher chance that I'm going to find something that's actually relevant to Ed in any given moment or any customer for that matter.

And that volume of those action gives me optionality, and optionality creates relevance. Okay. Right. So it's a bit later in the evening. I think I'm going to go for a walk on the on the strip. Lost a bit of money in the casino. Yeah. Make sure you take your sun hat. You can't lose. What? Another message? Not a surprise. Oh, I'm getting close to my overdraft limit here. Okay. So they're basically letting me know that, um, I'm in trouble. It's not a great message, but, you know, it was good to get to get that in advance. And it's good that it's not just a system generated message. No, it's like it's a bit targeted to me. I like it. Yeah. Because I'm not just reacting to what's happened to you. I'm looking ahead. Right. I can see your balance. I can see that your spending pattern and you've got some scheduled payments coming up.

So I kind of know what's coming. And therefore I can tell you now so you can actually do something about it rather than go into that overdraft. Okay. Okay. Very nice, very nice. We're actively servicing. Yeah. Right. So I went in the app, I checked my balance and. That is it. No. Ouch. Good. Probably taking 1,000 pounds out to gamble wasn't a good a good idea there. No, but give me some information. I can move money around, etc., so I'll get this sorted pretty quickly. Good. You see, I'm not going to try and sell you a personal loan right now. You're managing a situation and obviously that bank balance is a little bit of a problem for you. But I'm going to give you some tips to help you manage your money, get you sorted. And then I can think about perhaps something later on, you know, maybe you should have kind of thought about this before you went to the casino.

You know, I think I'd better go back to the casino, and that would be the logical thing to do, wouldn't it? Yeah, maybe. Congratulations. Sir, I won, I won big, I won big. How big? Looks like quite a lot of chips there. Yeah, a lot of chips. And I see that GenAI has given me a change of clothes and giving me some friends as well. That was, that was. Yeah. Well, if you've won money they might become crawling won't they. Yeah. So I'm not going to say how much I won. But you know, I'm pretty happy. I'm going to go back to the hotel. Maybe, you know, get ready for the Pega parties later. But I think I need to get that money, those winnings, into my account so that. I go and check their, their check whether that balance is still as low as it was.

Oh, nice. Okay, so that is that's healthier. That's a healthier balance. Got my money. Um, oh, and I like what, what they've done there. I've noticed this with U+ bank a few times. They're giving some, uh, giving some like cross sell messages embedded into financial insights because they must get a very high conversion rate on those. Yeah. And yeah, of course, I want to make sure that you keep that money in the bank. Right? So I don't want you to go gambling. I want you to put it somewhere safe and earn some interest off it. Yeah. Okay. So, so obviously the use cases that we see across banking, they come across similar issues to what we see in comms. Um, but they are different. And just in this session in this section now we've seen particularly, um the fraud alert, you know, the editor had in terms of kind of proactive service, we've seen active service in terms of, um, that overdraft warning, we've seen product guidance, we've seen educational tips, and finally a cross-sell, which wasn't a full on sales pitch that felt very natural because it was taking ed along a journey.

And every single action is about making you feel really special. Right? And the payoff is customers who genuinely feel served by their bank, and they're dramatically more likely to buy something later on, basically earning the right to continue that conversation with you. Sounds logical. Sounds logical. Right. So one of the, one of the biggest challenges with hyper personalization, of course, is growing that library, right? Having hundreds or thousands of actions to present. So what I'd recommend is tomorrow Rob Walker's keynote speech is going to talk about what's happening in CDH to help people to grow those action libraries and further. Hello? Hello? Is that Ed? Yeah. Is this a sales call? No. I'm Joe the Brain from U+ Health, and I picked up a abnormal heart rhythm on your wearable last night, and I just want to check in and check you're okay? Yeah. No.

So you're just calling to check that I'm okay? Is that right? I am checking that you are okay. Yes. Yeah. So I think it's okay. It was just one a bit of money in the casino, so maybe the heart rate increased. So. I'm fine, you know? But thanks for calling. Okay. So that's perhaps a better explanation. I like that one. But when I saw that heart rate rhythm go up, I wanted to check, you know, and I thought that was absolutely valid to warrant a personal interaction with you and a phone call just to check because you know that says I care. And as U+ health, I really want to care for you. I really appreciate that. You know, that U+ health has really got my back there, so yeah. Excellent. Oh, another message you get used to, uh, get used to this. What have I got here?

Okay, so U+ Health has given me a notification that the air in Vegas is drier. It's definitely drier than London, that's for sure. And given the condition that I have, um, they've actually checked. I haven't picked up my prescription and they've sent a script to a pharmacy nearby. So if I want to pick up my prescription, I can. So, uh, really helpful. Very helpful. Yeah. You see, I can't tell everybody here about your medical condition because that's, you know, private, but I know about it. So I know that you haven't picked up your medication in a while. I know that you're probably not thinking about that right now because I think you're on holiday. Is that right in Vegas? It's a bit of work and a bit of holiday. Okay, well, you're having some fun anyway, right? So I know you want to be having a good time because you're in Vegas.

So I thought about it and I sorted it for you. That's really what genuinely personalized healthcare is all about is making, you know, taking action, not just that reminder and helping you on your behalf. Right, right. That's a pretty good experience. I'm pretty happy with what U+ health has been doing for me. Yeah, totally. Don't expect I'll be changing anytime soon based on that. Yeah. You see every new piece of information that I get about you, Ed, whether that be a wearable, reading, a GPS location, a prescription record update, if I can get that data in real time, I can reevaluate it in 200 milliseconds. And every single time I can reevaluate. So new new heart rate reevaluate. You're in Vegas. Reevaluate time since you last picked up the prescription. Reevaluate. This is really about continuous alive, you know, viewing of what's going on. And it means by the time that you notice something, I'm already doing something about it.

Okay, great. It feels good, right? Yeah. So Josh talks about the action library. Having that large action library is obviously helpful. Having that contextual data, you know, what's happening to this to this customer right now is really important. But also adding adaptive AI on top of that helps. So as an example, slide here you can see an organization that turned on adaptive AI. And then within three days they're getting a 52% increase in click through rates on sales offers. And in the, the recent version of CDH that's been upgraded even further. So the adaptive gradient boosting. So definitely worth existing customers getting on that to increase clicks on sales and service messages. Okay, so it's evening. I'm back in my hotel room. I've got a follow up email from U+ Health. Very useful tips on staying healthy, like being hydrated when you're in the desert, etc. they're not selling anything.

They just they're providing a service. It's almost like there's a win win here. I'm getting my health looked after and I'm less likely to make a claim which, you know, that's what they want. Yeah. Yes. I know you've had a few touch points today from the health perspective, but I didn't want to overdo it. So just a general useful reminder for you at the end of the day keeps you warm. And it's kind of not intrusive, right? It just shows that I'm thinking about you. And that's really the point in healthcare. It's an industry where getting it wrong can feel really, really bad. You know, if a badly timed message can feel a bit like a violation. So the guardrails in healthcare are slightly different, and it's got to be in the member's best interest. And rather than commercially motivated, when you get it right, when you're using that health data to actually help them.

It can really build trust with that member, unlike in any other industry. It's really about understanding the moments that matter and seeing through the noise of the data and picking up, you know, because there's obviously a lot of data available in Healthcare thinking about that noise and picking up what's really important. Think about it in terms of understanding that rhythm. And just like the other verticals, we see very similar issues that healthcare providers are addressing, albeit there's way more emphasis on things like nurture and service. And we've just seen that with Ed having some nurture activity in the form of managing an episode specific episode of care. We've seen education and medication adherence, which is a really big one in terms of helping to minimize those long term health issues that I talked about and therefore the costs. But I think I've got one more change to go ahead.

Okay. Can I just. Bear with me while I drop down. This? If you're disappearing, I'm just going to head back to my room for a bit of a rest. Getting a bit hot and um, my inhaler, etc.. Okay, so I've got a notification about my insurance renewal. You know, want me to reassure my midlife crisis? Red Porsche there. Um, okay. I mean, I think I'm, I'm not sure I'm going to stay with them or not. Yeah. Are you Ed? I'm sorry, I can't get this sorted, but you'll get the idea. I look stupid, right? Um. So, um. Yeah. Are you thinking about leaving, Ed? I think I might go and check if I can cancel this. Right. Because there may be a better option. Or a new car now that I've won big. Okay. So I'm on the cancellation page, and, uh, it seems pretty easy.

I mean, it's almost as if they want to get rid of me because maybe those speeding tickets and, and things like that, they made that very easy. Well, I did hear about you zooming down the strip on Saturday, but, um, I know that you've not been with U+ Insurance for very long, and people who drive cars a bit like you or look a bit like you in terms of your interactions with U+ Insurance. Um, I didn't think there was a very high probability of you actually staying, so I thought instead of making an effort to keep you, I would just let you go. But if you'd been in a slightly different type of customer, I've shown you something different. If I was a better customer, what would I, what would I have. Done if I might have, if you, if you'd have been a better customer or perhaps had a different car.

Um, I might have given you another option. I might have served up an opportunity to actually talk with a chat agent. Right. And I might have actually had a conversation with you and understood a little bit more about what was motivating you to leave. Okay. So you'd engage me and try and save me and change your policy, etcetera. Yeah. Like if you tell me about this new car, I could have perhaps done something about it. Right. Okay. Yeah. So the issues are pretty similar. Insurance. But we. There's also one that we add in here, which is around claims, which is a kind of a little untapped, um, world to think about. It's kind of emotionally charged. And if you're going to try and sell to a customer at the point of claim, you've got to do it in absolutely the right way. But in terms of what we just talked about here, we were talking a lot more about retention.

And there's one important thing about retention, particularly where we're seeing the kind of subscription model where we're managing the cost of that retention, making sure that you invest the right amount in the right people to, to keep them right. So in the instance of Ed, I didn't want to spend a lot of money. It didn't seem worth that investment. But if he'd been a slightly different profile, I might have tried a lot harder to keep him. Okay, well, I'm going to look for a new car. So I'm in Vegas. I'm not going to deal with my insurance. Now. I'll come back to this, okay? Because I've got flight. Okay. Well, you get your flight home. Yeah. Absolutely. Right. Okay. So I've got a message here from from U+ fly giving me useful information. It looked like there's Next Best Action in the email that were generated on email open rather than email send.

So they're more contextually relevant. Like do they have the inventory to sell me extra legroom, etc.. Okay, so I remember that. That's nice that I'm seeing that, right? That's what's important for me right now. Yep. Absolutely. And obviously, we've talked a little bit about action libraries and having large action libraries, but it's not just about volume. We also need to think about, um, that's not the slide I was expecting. It's quite, um, I mean, it's great having a big action library, but it's a lot of work isn't it? You know, it's a lot of work to create a big action library to do 1000, 5000 actions, etc.. Yeah. But, um, it's getting a lot easier, right? And if you think about customer engagement studio in Blueprint, I'm sure you've heard about Blueprint Blueprint? No, no, I've not heard about Blueprint. Never heard about Blueprint. Pega never talks about Blueprint.

In which case I suggest straight after this, you get yourself over to the Innovation Hub and you get yourself to the customer engagement area, and you get yourself on a booth and look at customer engagement. Blueprint. And whilst you there have a look at Customer engagement studio as well. Oh, okay. But it's not just about volume, is it? No, it's not just about volume. As I was trying to say earlier before you took me on to the right slide, um, it's also about variation and coverage. So it's really important to think about having different types of action and different types of creative to make sure that you've got things to address customers in different contexts, in different scenarios and that coverage so that you've got different things to say across the whole of the customer lifecycle. Because what I want to say to you on day one might be very different from day 364 as an example.

Okay. Well, I don't know about you. I've had a great PegaWorld yeah, it's been a good trip, etc. and not just because I won big. So yeah. So. So what stood out for you? Oh, the highlight was probably that use case session on the on the Monday afternoon, but also the Marketing meetup on Tuesday. That was really good. People should go to that. Um, Rob Walker's keynote speech, like what's coming in the product down the road in the new world of Agentic AI and some great customer speak speakers, of course. Yep. And that exec connect breakfast. I snuck into that. Did you? Oh, lovely. Did you get free breakfast then? Get a nice breakfast. Yeah. Okay, good. But what about the experience that you've had? How's that been? Experience has been amazing, right? I mean, the airline, you know, they gave me the right sales messages.

They gave me the right upgrades, etc.. U+ comms really had my back. I was sort of thinking I might learn from them, but free data and great service and targeted loyalty messages. U+ health outstanding. Really had my back. They're looking after me and Insurance not so much, but I understand that I'm not a great customer and you don't want every customer, so yeah. Yeah, you see, that's the whole point. It's not really about the technology. The technology is the how, the why and the what is that? That's really about the relationship and every decision built around. One question, given everything I know about Ed right now, in this moment, on this channel, what is the best thing that I could do for him? And how do I balance that with what the business needs? Because when you get it right and you get it consistently across every customer touchpoint, the business outcomes will always follow for every industry, across every touchpoint.

And there's one consistent feeling that that Ed feels really understood. Yeah, I did, it was good. Some good, good experiences there. Yeah, it's time to go. It's the end of PegaWorld time for me to fly back home. Yeah, but if that's any, if that's got you thinking, then do, um, if you want to think about your use case library, your own decisioning maturity, or your own version of the lovely brain, we'd love to talk. And Ed and I will be here all week and I won't be wearing any more silly hats. Yeah. Great. Okay. So. So I'm just going to leave you to it, though, and let you take your. I think you're going to finish off your journey, right? Thank you Brian. Thank you. So right. I'm back uh, back in the UK on a sofa. Finally get a proper cup of tea, you know, which I couldn't get.

Um, look at the email, check my emails. I've got an email from the tax office, from the government. I bet they want they want their slice of those winnings. Right? Oh, are they saying that my my marriage status has changed? What? Don't drink too much at the at the Pega party. That's the lesson there. Thank you very much. Okay. So thanks very much. If anybody's got any questions, please go ahead. Joe and I will be waiting here after. Yeah. If you'd like to take it offline. Anybody got any? Oh, you have a question? Do you want to come down to the mic, then? As long as it's not, what shall I be wearing next? Okay. So how do you approach prioritizing? Um, in the moment. So I noticed the plateau on that, um, that one graph on the click through rate. But um, if you're trying to prioritize between something that a customer has subscribed or opted into, versus something that's a piece of triggered advice, like you were getting a lot of advice in your journey.

So like, and if we're not going to send both messages, how do you approach that? Yeah. So you're right. There is what we've seen with Action Library is you get to a certain point where you get diminishing returns, right? So you saw going from 2500 to 5000, you know, was it worth the effort? And we've learned this because people have been using gen AI to create a lot of a lot of content, etc.. And, you know, we'll have to see how that develops. Um, I mean, blending messages, blending different types of messages we saw from, um, U+ bank there, they had my balance information and so they would have got like a streaming data. My balance has changed. And then they put a cross-sell message in as well. So you can blend messages together. That's what we see. Yeah, in digital channels. But thanks for the question.

Hello. Gillian Hirst at General Motors focused on owner growth, marketing strategy and CX. And I was just curious if you could share some of your thinking around with next best action, where the line is between curated and creepy. Um, some industries have the blessing of sort of that emotional opt in and that consent to the amount of information you have, like healthcare or finance or insurance. But I imagine a lot of us in the room are in an industry where we have so much more data than the customer is aware of. So how do we navigate the capability to customize without being big brother? I'd think about coming back to those moments of truth, right? So I spoke about it in terms of healthcare, but understanding those real nuggets of data and how you use that appropriately for their gain. So if you're doing something for your, for, for your gain, But actually, if you think of that moment of truth from a customer perspective, chances are your customer is going to like it.

If it's to their benefit, right? So I think that's kind of a nice rule to, to land. I don't know if you've got anything else. I think so. Yeah. If it's highly relevant then descend. I mean we sent multiple messages and they were all relevant. So I kept engaging, which is a refreshing change. Right. Because I think that's. That's the problem, right? Because when, when a lot of organizations approach this, they're thinking about it from their point of view, thinking about it from what is it that I want the customer to do? You have to flip that on its head completely and think about what is it that the customer wants and what are they telling me? That's, that's the big difference between creepy and. Yeah. Thank you. I think it also depends on the type of business you've got. You know, have you got like, like the insurance company?

I might log in. Not very often. Maybe once a year, for example. There are different types of messages, right. You're probably going to go for the sales message there or if it's a bank and I'm logging in 365 times a year, then sometimes don't say anything. Sometimes do a sales message, but do a lot of service messages, etc. to increase engagement. Yeah. It depends. Yeah. Just adding on to the question. Have you got any kind of examples of customer complaints of being over creepier or something like that as such? Not much. Not personally. No. I've not had. No I've not had any. I mean I'm sure there will be. There'll be someone out there that's not happy. Yeah. I don't think. Well I mean I think there's way to go before that happens because I think there is so much that organizations could be doing for their customers that they aren't yet.

So I think that we haven't we haven't got to that point. Right. I got a question here. So you didn't make any money out of it. So I think well, I did. There was a few cross sales right along the way. How to measure the effectiveness of these happiness or Elevance. If it is not, what is the measure of the condition? Well, I mean. Yeah, so the gentleman here was asking how, if it's if you're not seeing cross-sell, if you're not seeing actual revenue opportunities, how do you measure the value that you're getting? Yeah. That's a summary. Well, I mean, as we showed you in one of the charts, um, you know, if you've got customers, they're getting sales messages all the time. Potentially you're educating them to ignore those messages, right? They become banner blind or they get message fatigue. So putting the service messages in, which adds value and loyalty in some instances also increases the sales, you know, later in that opportunity.

And I think the U+ health example, you know, I got a lot of value, right. And they may not have anything else to sell, but reduce the chance that I'll churn. Yeah. I mean, the genesis of this question is whoever is trying to implement these platforms are always, uh, you know, they have always been questioned in terms of what is the benefit? What is the benefit? So revenue is one. I mean, I was just asking if there is any other unique new modern measure which people are measuring, which will eventually, you know, it's a company. So the objective is to make money. Yeah. Are there other leading indicators to that which we are actually measuring in across industries? There are and if you think about healthcare, it's not about it's not about value. It's more about being efficient and minimizing the cost. So we see completely different KPIs in that kind of space.

But if you think about the way that we arbitrate within Pega, and we could debate that for years, there should be a value associated with everything that you're doing, whether that be a sale or a non sale, right? There is value that you can attribute. It's just slightly different way of calculating it. Yeah. I mean it's hard to quantify the NPS increase. But I mean people have tried and we've seen NPS uplift. And also the customer effort score is a newer metric, you know, providing people with the information that they can service themselves quicker rather than calling the call center, etc.. So it's a variety of. Of solutions. Anyone else brave enough to ask a question? No. In that case. Are you able to come over to the mic or can we take the mic to you? There we go. Thank you. Oh. Thank you.

Hi. Um, so I'm actually here with my clients and we're talking about CDH and some of their challenges with, um. different business units within their organization that are kind of bombarding them with messages. There are clients or customers. So you have like a, you know, the marketing end of it, the sales end of it. Then you have like the administrative or operations or, um, reminders, you know, since it's a health care company. Do you have any business cases where you've seen those different functional areas or business units that are engaging? So your example was good, but it was like different companies for that. Yeah. Um, person, but do you have any clients where they're, you know, using this and pulling it in with all different business units and functional areas within their company? Well, you've got an industry in mind. Healthcare. Healthcare. Yeah. Like the payer market.

Over to you, Joe. Over to me on. Healthcare. Um, I might have to come back to you on that one. I'll be honest, because healthcare is not my area of expertise, but I can put you in touch with someone who can have that conversation with you if that would be helpful. If I grab you afterwards, I'm sure Dave has someone too. I mean, I mean, you know, it's very different in Healthcare in terms of the, the kind of people that we're engaging with within the organization. But it shouldn't be any different in terms of different areas of the business and how you think about it. If you've got I had a really nice. Point from one of our clients who was talking about the fact that actually the business has to come and earn the right to use CDH, you know, because actually there's value in it for everybody, right?

There is it's, it's a brain that is useful for everybody across the organization. So I think one of the things is to prove it in one area of the business and let people come to you. But one of the things that we do do is share some of these use cases. So we have full documentation behind each of those slides across the industries of the use cases. And we're more than happy to talk to you about those to help open up the conversations with your different areas of the business, if that's helpful. Great. Thank you. Okay. Thank you. Was that the last question or any more? We need to get more than one microphone. I think there is not two microphones. Oh. Hi. Um, Andre Michaels, General Motors to customer experience and next best action. Um, how are you managing um, for this engine to consider all the law.

The law. The law, the HIPAA law in the case of health or any other, um, automotive law. I mean, we work in suppression and guardrails, but there is more about the privacy information of the customers and all of that. So how do you insert that in the engine or is that more like a human decision? How do you balance that? I mean, yeah, so you don't need the analytics, right? Because you're like, in this state, we can't do this sort of thing. So I think the logical thing to do is create rules around, around the legalities. Yeah. So you don't need to run the analytics, the adaptive AI, etc.. Just don't do it. So so rules based. Yeah. Yeah. Because presumably you have that set up for a particular activity you might want to do whether you can or can't do it. Yeah. So that can be built in as a rules or it can be built in as a kind of a strategy.

Yeah. Okay. Thanks. And you've got a question. Sorry. We've taken the mic as far away from you as possible. So my name is Greg. I work for Midland Credit Management. We already are on our CDH journey. But you in a couple of those use cases, you talked about sort of the intelligence, um, when making a decision like the risk. I forget exactly which where they were, but risk of like churn type risk or, um, you know, I think one of them was around flying economy. So that was just a joke. Well, yeah. Yeah. But yeah. Okay. Well, I fell for it here. No. So but how much of that is CDH in sort of decision run time actually calculating those versus scores or other segmentation like intelligence that's already been fed there. I can tell you what we would advocate for. What we would advocate for is using adaptive decisioning and putting as few rules in as you can, letting the models do it for you.

Does that answer your question? That's what we would advocate for. So obviously there are rules that you would need that are perhaps like legal rules or things that you can't physically have. So it might be that editor can't have a particular, um, Cross-Sell offer because he's not old enough or whatever it might be. So those I would be classed as hard rules, but the rest, as much as possible, let the brain do its work, let itself learn and pick up, because otherwise what you can do is reconstruct it too much so that you don't offer things to people who could or who might be really interested in it. Does that answer your question? Yeah. And because you might have a churn model, you highlighted churn that says this person's a loyal customer and they're not going to churn. But then the event data was like, I showed up on the Insurance cancellation page.

I mean, so that can override those sorts of models. Yeah. Hi, this is Dora from Glidewell. Um, you were showing a graph about the U+ bank, about the engagement CTR rates and the amount of action amount of ideal actions to receive meaningful results on the engagement lists. And I was curious, how Um, is it dependent on the population? Like. Is it based on 10 million customers or 1 million customers and the amount of ideal actions we need to create? Does it fluctuate accordingly? Yeah. Do you mean the one where it was like the bank introduced service messages? And now there's talk about the click through rate. There's a graph. Of the click through. Rate. Yeah. In terms of the volume rate. Accept rates of the. Uh I mean, you know, more actions is better. But I mean that, that, that example is from an organization that's got a pretty small customer base.

Um, about 2 million. So, but it was quite a high traffic channel because, you know, it was a big change in three days. Right? So they had a significant volume of traffic coming inbound that the models could learn. You know, if it was just email outbound marketing, it would take longer, I'm sure. Yeah. That's fair. So I also saw like two interesting numbers there in that graph, 200 actions. And I believe 2000 actions were. Yeah, it gradually started increasing the click through rates. Was it just for that specific example or can we. That was a that's a cross industry example. Yeah. So, you know, you've got some industries where they've got really high engagement and others where, you know, if I'm logging into my banking app. The reason why I asked this question is because I'm going to tell my managers, hey, we got to hit the 200 action limit because right now we just started, you know, rolling up the actions.

And yeah, once we reach out to triple digits, it sounds like we will be able to get meaningful results. I mean, is it a fair statement? The important thing is to have enough actions getting through to the point of arbitration. So if you've got a large customer base who is much more diverse, you're going to need a lot more actions than if you've got a smaller but. But what we are trying to encourage all of our clients to do is have much larger action, um, portfolios. And actually what we've, we've looked at some of the analysis and you kind of, we talked to clients, they say, yeah, we've got loads of actions, but actually when you come down to it and you see how much they've got at the point of arbitration for a single customer. Those numbers can be really low. That's where the problem is.

So why the reason we say, is large action libraries, so that when you get to that point, you've got enough to look at for a particular customer. Right? So the devil's in the detail, but um, you're on Cloud, right? We're on. Cloud. You're on cloud. So we can, I mean, we can have a look at what. Your. Diagnostics. And. Those diagnostics. And that's, that's the important fact is how many get through to arbitration. I was just talking with Alex actually, he gave us a short insight. Yeah. I think it's quite valuable for everybody. Yeah. I will look into it. Thanks. Thanks for the question. I think we're at time. So are we out of time? Are we okay? Well, thanks very much for coming. And thank you for those of you that laughed at the jokes as well.