PegaWorld iNspire 2024: Engage Your Organization to Deliver Incredible Business Value with Customer Decision Hub

I'd like to start by thanking everyone, all of you, for coming. It's great to see this level of interest in this topic. Um, before we start, I'd ask you to hold your questions to the end. We should be talking for about 30 35 minutes or so, so that'll give us like ten minutes at the end for questions. But we would like to hear from as many of you as possible. And this is a really good opportunity for you to pick the brains of some people that have done some really cool stuff and have driven some really good success with 1 to 1 customer engagement. Um, this is a subject that's really important to me. Um, I get the opportunity to work with lots of our clients in different regions and different industries around the world, and one of the things that has always been struck me as particularly important is making sure that they drive adoption in the right way, ensuring they get the buy in from all of the people within their organization. They need to support this.

Um, so I'll start by quickly introducing myself, and then I'll bring in the other members of the panel. So I'm Mark Davis. Um, I've been at Pega now for almost 15 years, and I've been focusing on 1 to 1 customer engagement for all of that time. Um, when I first started at Pega, I was in a consulting role. I was a practice director responsible for all of our 1 to 1 implementations in telecoms. In EMEA. I've had roles in product strategy, industry marketing, and most recently I was fortunate enough to get my current role where I get the opportunity to work with a lot of our clients in all regions and all industries around the world, to help them understand how they can leverage best practice to get, um, to get the benefits that they deserve to get from from our solution. So I'm going to now introduce the members of the panel, and for each of you, I'd like you maybe to introduce yourself, uh, your organization, your role within the organization, and then just talk about how they're using 1 to 1 customer engagement. And maybe we could start with you, Lisa.

Sure. Thanks, Mark, and excited to be here today. Um, so I'm Lisa, I work at National Australia Bank heading up customer decisioning. Um, National Australia Bank is one of Australia's big banks. We are proud to be Australia's biggest business lender. Uh, and we actually have a full suite of products across, across both personal and business banking. Um, there's 38,000 colleagues. We have 10 million customers, um, who we serve. Um, in terms of me and my team.

So I head up the customer decisioning function at NAB. Um, I've got a team of decisioning architects and designers, and we're accountable for for building out the the actions and the strategies and the frameworks that actually, um, sit within our 1 to 1 implementation. We, um, we're really new in terms of, of our journey, about two years old now. Um, we initially did sort of a proof of value and then then moved to a full production instance. We're on eight eight on Pega Cloud and we're big users of ops manager. So actually, as we actually scale out our actions, um, we're connected into seven channels. We have around 140 actions live at the moment, and we're releasing new actions weekly. So the guys will be releasing a new batch today. So I'm hoping that we'll crack the 150 mark very shortly.

Yeah. Fantastic. Um, and that was that was really informative. Really helped set the scene on on NAB and Liz, maybe the same question to you if we could get a bit of information on who you are, the organization you work for, your role and what they do with 1 to 1 customer engagement, that'd be fantastic. Sure. Thanks, Mark. Um, it's really exciting to be here. I'm Liz Kinsella, I work for State Farm. State farm is the largest PNC insurer in the United States, we have about 94 million policies across all our lines of business policies in force.

We have about 65,000 employees and about 19 over 19,000 independent agents within the United States. And we insure two out of ten cars on the road right now. So I'm sure we've got customers in here. And thank you for being our customers. Um, I'm the director for digital analytics. Within my area of focus, I have two teams focused on CDH. Now. It was one until we wrapped our pilot. I have measurement of experience and sentiment across the organization and multiple channels.

And I also I, I oversee our broad business accountability, um, function technology to business accountability function. And I'm forgetting a poor team. And they're going to be they're going to kill me for forgetting that. Oh, no. It's not the Oscars. You don't have to remember. Oh, our digital analytics. That's right. We do I do our our team does our entire digital channel analytics.

That was a big one. Um, okay. And then our pilot. So we started our pilot several years ago. We've been at it longer than Lisa has, but I think that your program is a little bit more mature than ours was. We had a number of different technical and data challenges that we wanted to really prove out before fully committing to Pega. We wrapped up at the end of 2023, and we're engaged right now in broadening out and building foundations for broadening across the enterprise and making sure that we're hitting multiple channels. Fantastic. Oh, sorry.

Sorry. Just a couple more things. Sorry, Mark. When we went into our pilot, we really focused on two things, right? We focused on quantifying business benefit. And we also focused on working with partners who would give us a chance and implement. It takes a lot to implement at State Farm, and we wanted to make sure that we had folks that would put us into production without a full commitment to the technology, and we were lucky to have both fantastic. And it's it's really interesting, I think, to hear, um, I guess what's unique about your situation is just the scale of the organization with which you've implemented this, within which you've implemented this. So great to hear some insight on that.

And maybe, Greg, if you could spend a couple of minutes introducing yourself now. Yeah. So Greg de Mello, you've heard of Pega, right? I work at Pega. I'm a client technology officer there. I cover CDH globally. It's kind of an awesome role. It's perfect for me, actually. I get to work with customers throughout their entire life cycle with Customer Decision Hub and in between the clients and our product and product strategy.

So I, I am the voice for our clients. Back to product and I am I'm also trying to help clients adopt through this. When it comes to getting started, we see customers really driving more focus on web and mobile. It's a, you know, high volume, high velocity channels where your customers are visiting you. They're choosing to take time out of their day to go to your your sites. You want to make that experience as optimal as possible. So we see Customer Decision Hub as a really good starting point in web and mobile. The other the other area where we see clients focus on is maybe some of their outbound communications, right? They might have disparate lines of business talking to customers with different voices, different strategies, different priorities.

So aligning to one voice to the customer and optimizing that is one thing. Um, the other the other area where um, where this focus beyond just the value. Right. Lift and conversion lift in in value is controls and compliance. Right. This is a tool to make sure that your products and services are getting their voice out there. What could be said to customers but also making sure essentially you're controlling what should be said to them at every given moment. So there's a lot of focus on on really driving engagement while lifting the the business revenue. Yeah, fantastic.

So now we've got a bit of background on all of the panelists. I'd like to dig into some specific areas for discussion. And the first area I'd like to explore is the ownership of the 1 to 1 customer engagement capability within your organizations, what it was about, the vision that interested them and how they gain support from across the broader organization. We have two quite different stories here very different organizations, different scales and different industries. Um, and we'll try and highlight some of these distinctions as we go. So hopefully give you some insight on how you can apply some of the thinking from these guys into your own unique scenarios. And maybe we could start with you, Lisa. Sure. So ownership of CDH within NAB sits within our enterprise data and analytics function.

And that's been incredibly beneficial in terms of actually ensuring that we're analytics led when we're thinking about designing designing our actions, but also just in terms of actually getting data into CDH itself. It actually just really helps to be part of the the team and the value chain that sort of brings brings that to life. From a sponsorship perspective. We're in a very lucky position at NAB, where we've had a couple of assets that are sitting over here that have done this at ABS before, um, and we're able to bring that knowledge. And actually we had other senior execs that had been exposed to this at RBS and NatWest were really able to actually evangelize what CDH could do from a customer experience perspective, which really enabled everyone to sort of get excited around the prospect, around what we could actually deliver and build through the program of work. Yeah. That's great. And it's it's great. You had the advantage of having executives that had done this before, that understood the power and the benefits that it could bring to your organization.

And thank you very much for being repeat buyers of our solution. Really appreciate that. Um, was it the same situation at State Farm, Liz? No, it was not at all. So it was really interesting to hear your story, Lisa. We have a strong executive sponsor, but our sponsor is really within our technology division, which is about 7000 people. So it's pretty big. When we want to bring technology to business, we need to make sure that it's really baked before we start selling it. They've seen a lot of stuff that doesn't really prove out so well.

Um, so our, our senior VP was supported by our COO. Um, but it really was more of a grassroots organization. We worked with a very small group of stakeholders to prove out value, to build our pilot, and now we're preparing to roll out more broadly across the organization. Fantastic. My pilot, just to just to be clear and clarify, you mean testing the solution with real actions, selling real products to real customers in your customer base? Absolutely. And to integration data feeds. Our chief engineer is sitting right over there who worked on the project, as well as several of our team members. So this pilot.

Yeah, and it's really interesting to hear that difference or that differentiation between NAB and State Farm. But what I think for me, it illustrates is that you can be very successful both with a top down approach but also with a grassroots approach. Right. Two different ways of building that support. And Greg, I know you've worked with multiple clients across multiple industries. What have you seen work well? Yeah, I'd agree. There's a there's a bit of a mix here. I think what really matters is who's who's using the software and who's driving the prioritization and roadmap of the capabilities you need for your business.

Um, Alan talked about the center out today with blueprint right at the keynote. Um, having that partnership with it. It needs to be a key piece of this. Um, if they own the technology, typically we see the business side of this owned by marketing or data and analytics. Like like you had said, um, oftentimes, um, it's, it's a, it's a catalyst or an individual driving this through innovation or through personalization goal to actually be customer centric and execution. Cool. So thank you, Greg. It's always good to get your perspective, which is always a little broader. Um, now customer decision hub is similar to any enterprise capability that we need to make sure that we land it successfully, both within the sponsors team, but also across the broader set of people that are going to use it and get benefit from it.

So I'd like to spend a couple of minutes digging into that in your organizations. And, Liz, maybe we could start with you this time. What are the areas of the business that provide the most inputs, the most actions, um, that you need to get into market? Sure. So we focus a lot on multi lining. I you know most of our customers are auto about 54 million. And so we know that there's benefits to our customers and exploring other products that State Farm has. Those come through the marketing department. And they are really our primary stakeholders.

As we mature as a as a organization and capability, what we're seeing is more lines of business coming to us with specific actions that they would like to see, and they're the ones who really know their customers and their data best. So marketing will always stay engaged to ensure brand alignment. But we're starting to see more and more consumers come to us. And that's great because you're seeing the people that own the profit and loss within your organization now coming to you because they want to achieve better business results. There's a lot of excitement. Yeah, yeah. Fantastic. And what about, um, governance or support functions within your organization. So we have a lot of governance and assurance.

Um, so we work very closely with our model governance folks as well as our risk and our legal compliance. We want to make sure that our customers data is well protected. Uh, we also work with our technology organization. Of course, we have a number of teams who are orchestration partners to fantastic. So great to hear about the way adoption is growing across your organization. And maybe next you could talk Lisa to how NAB is impacted. So similar to to Liz in the sense that a lot of our initial use cases came through marketing. Um, and those use cases tended to be use cases off the back of our product or distribution stakeholders within the broader business. But we're, you know, as we mature, we're taking use cases across the board from a number of teams within the organization as well.

So, you know, we're doing use cases around, um, fraud and scams for our friend crime team. We're looking at collections use cases, um, managing customer complaints. So really thinking holistically about how we can actually use CDH for a very broad, um, and connected customer experience. Fantastic. And I think what you're describing it, NAB, is actually pretty similar to what I've seen across a lot of Um, consumer finance organizations. Greg, what have you seen in the clients that you've worked with? A lot of the same, to have a central decision hub to talk to customers on a 1 to 1 level, you need data. You need analytics to to choose what's best for them at any given moment. You need the actions that are driven by your product owners, the people who own the products, the services, all the things you could say to customers in those moments.

They have to be contributors. Um, and then the ability to actually pick and choose what's best for the organization, in your case, State Farm. What should I say to this individual as they visit the channel? If if you if you don't have consensus on strategy and vision, you end up with a fragmented approach, right? If you're if you're not aligned to the data analytics side of the org, you might starve your your application of success because you don't have the right information about a customer to decide. If you're not aligned with marketing, you might have not have all the things to pick and choose from, so it's really key to drive that collaboration amongst all the stakeholders that are that are key contributors to this, this initiative. But ultimately, we all work for commercial organizations, right? So defining benefits, usually financial benefits, is critically important. And when I've worked with clients again across all regions and all industries, um, metrics ultimately come back to impacts on conversion rate or click through rate or customer lifetime value.

And maybe Greg, we can start with you this time. What have you seen work? Well. I've seen, um, a lot of people focus on where to start in a channel and then the use cases in those channels. Um, some organizations go very deep in one channel to, to get it right and then build the evidence to, to expand other organizations, kind of build a, um, sort of a wall or a facade to make sure they cover all the channels and then, you know, have the right to sort of optimize within those, those ecosystems. So, um, no matter where you start, it's all about building evidence for the KPIs that you care about. Usually starts with click through rate, quickly moving into conversion and driving the actual business benefits. But the key is you have to establish the evidence to get the stakeholder buy in to to keep continuing. Keep expanding your use cases.

I really like that because the whilst you can have a really broad vision, having a really focused starting point allows you to get live quickly and start proving those benefits really, really quickly. Um, how did that go at NAB? So maybe you could take us through that. So from a NAB perspective. Um, we really, um, obviously leveraged the momentum that we created in the excitement around the program. Um, and we then executed a proof of value, really focusing on engagement as one of the core metrics that came out of there. So we delivered a 40% uplift in our engagement rates off the back of the proof of value that we ran, that then, you know, took us into momentum when we sort of started to stand up, um, our production instance there. Um, and we sort of found as we've started to implement use cases with different teams and different colleagues around the business. Um, as we found success through our use cases, that's really helped actually create support.

And effectively, our colleagues are becoming advocates for the program because they've not only heard about it, but they're actually living it through actions that, you know, they have been involved in and helping solving business problems for them. Fantastic. Liz, how did how did it go at State Farm? What was your experience there? So we're talking about metrics, right? Yes. Okay. Just making. Sure.

Yeah. Um, so as we as we started, we were really focused on delivering business value and whether we needed to make the decision to purchase Pega or not. It's a pretty significant investment. So many of our early metrics, of course, we focused on engagement. Of course we focused on conversion, but we wanted to make sure that it was cost justified. And now that we've made that commitment, we know that it is. It provides a lift and we can prove it. We're we're turning our focus again to you a little bit more nuanced vision of what our target numbers should be and what our KPIs should be that really match the increased sophistication we've seen over the last few years for State Farm, and where we're looking at segmentation and what we know is best for both the business and for our customers. Okay, so it's fantastic to hear, um, both angles on it there.

It's great to hear that you achieved a 40% uplift in engagement rate in your proof of value, and that that kind of, um, uh, business benefit, I imagine, makes it much easier to roll out and expand across the organization, gives you some real support. And likewise, at State Farm, it's great to hear that you achieved and were able to measure and attribute real, tangible business benefits to allow you to justify the expansion. So given that we've touched on benefits, highlighting the need to show improvement against these critical KPIs might be a good point to talk about measurement. So maybe we could spend a few minutes talking about how you put that in place. And maybe, Lisa, we could start with what you did at NAB. So to start with, we developed a reporting methodology so we could actually talk to the outcomes of what we were doing and delivering. And it was fairly manual in the first instance, but we've now productionized that into a very nice powered by dashboard, which gives us some great insights around both your input metrics around customer engagement and then outcomes such as revenue or NPS, for example. So we think one of the interesting things also around when we sort of put that that reporting in place, is we started to have more conversations around the inputs as well as an outcome as well. Um, we're having a lot more conversations now with the business around what will drive customer engagement with an action and what are the things that we need to to, to put in place to try and improve and and lift that as much as possible as well?

Um, now we're starting to get a good broad suite of actions in place. Also really excited about starting to delve into sort of some of those trade off discussions that may start to come into play as you actually introduce more actions as well. So we've, we're using simulation, um, to understand a little bit around what's the distribution of outcomes going to be when we're running our releases every week. But I'm really excited going forward for us as well, around how do we actually take that insight and actually elevate some of those conversations across our stakeholders as we mature as well. And I think you mentioned when we were talking previously that you put in place a universal control group, right? We used control to really help you prove the benefits out. Yeah. So we've implemented a global control group within Pega, which will enable us to actually talk through the total incremental benefit of the program of work we're running. Yeah.

And I think that's really important. Test and control is one of the most important things to put in place, because it's the one thing that really allows you to prove benefit, to show attribution. The other thing that you mentioned that I really liked is this concept of using simulations for trade off discussions to allow you to balance kind of competing business Objectives with overall business benefit. Liz, what about at State Farm? Your insurance company, right. So I'm sure you have a put a ton of thought into the data and how you measure things. Insurance companies do. We do have a ton of data, but we are 102 years old. And so our data is maybe not as organized as it could be in some cases.

So that took a long time for us to put that together. We also rely heavily on our control and treatment groups. We want to make sure that we continue to do so. That's not going away. And as we as we grow and scale as a program, we're looking consistently to make sure that they are the best control and treatment groups that we can, that we can manage. And I think I mentioned earlier that we're looking at putting more nuance into the targets that we're setting, too. Fantastic. We of course, also do, you know, engagement and and conversion to fantastic. And Greg, any any experience that you've got on this.

Very similar. Right. I'll triple down on the test and control. Right. It's really important to know what you're testing and then have a control to to validate it validated against. It's also really critical to know where you've allowed to actually optimize the engagement, right? You might not in your first release or in the initial getting started, you're obviously not at target state. You're not in every channel. You don't have all the actions in the system.

Understand what you've allowed the system to optimize and be able to measure that effectively. Looking at key audiences and how they perform the segments of people that you really care about, and being able to actually measure what's important for your business case to move forward. Yeah. So critically, it's really important to build support and bind across the organization. And we talked about driving that with data and measurement. But there's also some tactics that you can use. And I'd like to dive into those in a little more detail. So I've seen some pretty cool approaches from some of our clients. I've seen clients that have run Pega days where they get together all of their stakeholders with some execs, maybe with some support from Pega.

And we're very happy to provide that, to kind of sell the benefits internally. I've seen clients that have put together cool videos that they've used almost as like internal advertising campaigns. Um, maybe we could get a flavor of what you did at NAB. I think one of the first things we did was just make sure we had a really consistent story around what it was doing and why. So we've got a fabulous PowerPoint deck that's got a whole host of, of of, um, different slides in it. But effectively that enables us to sort of, um, curate for individual teams that we go and talk to a high level story that's consistent, but then we can actually really tailor the conversation to them and the use cases and their business challenges and how we can actually use CDH to help. So that was really beneficial in terms of us just being able to to get that story out there in the first instance. I think the other thing that we did is really just capitalized on some of the big key events that, um, that, that NAB has. So every August of every year we have data month, we did a really big session with, um, over a thousand attendees that came along were we effectively deconstructed what we were actually doing with our program.

Um, we opened up the tools. We're actually showing people how we build actions. And I think that transparency around this is what it is, makes it actually seeing it in action really helps people actually understand that it's not a concept, but actually this is what it is. And I can sort of almost physically see, um, you know, see it. So that's really, I think, helped people's learning and understanding around what it is and what we're trying to do. That's a massive event. I mean, this kind of getting on towards the scale of Pega world in many respects. Not quite, but. But, uh, yeah.

No, it sounds like you had a really comprehensive approach at NAB, and it sounds like you. I mean, you're just doing all of the things we think of as best practice. Um, it sounds like you really leverage the exact support you have in a really effective way. Um, and, Greg, what have you seen across other clients? I would say similar. I also look at it both in near term and long term or so near term. You're building the vision up so the stakeholders understand what's happening so early on. Playbacks like like you mentioned sometimes newsletters sometimes, you know, demos of what you're moving to next. Um, longer term, you know, we I have one customer that, uh, they actually track the usage of their, their BI tool.

Right. So who's actually looking at it. So they created a portal so people can go and learn about the program, learn about the progress of the program. Um, you know, some sometimes you also see uh, Matt Nolan, for instance, he was up on stage today this morning. Um, he's our product marketer for CDH. So some of the slides that he's created, I've seen customers take them and sometimes believe that they created them themselves. Right. So it's kind of a nice a nice feeling to think that, you know, you're taking you're taking our messaging and really adopting it to your client's specific, your organization, specific goals, newsletters, demos, all those things. Celebrate the success that you've done, celebrate launches, celebrate milestones.

Those are those are all critical to long term communication strategies. I totally agree. And those are some great examples. It sounds like we've seen a lot of similar activities drive success across clients. Greg, maybe we could stick with you for a minute longer. What have you seen when it comes to change management? How have you seen clients change the way they operate? I think understanding what's critical to your success and to execute your vision, and making sure the stakeholders recognize their role in it, and finding the process that that fits for your organization. If it's culturally, it aligns to your people and your skills.

Oftentimes, you know, we talk about the best practices that we see across client organizations. We share that we have events like this to talk about what's been done. Um, what's what works best for your organization is usually a variation of that that really aligns to your people and your culture. Fantastic. And, Lisa, maybe if you could think about some of Greg's points, what did you see at NAB around changes to the way stakeholders had to work? Um, I think one example comes to mind is, um, we obviously work really closely with marketing and I guess pre CDH, they were doing a lot of, um, audience based campaign activity. And there's a big shift that needed to be made in terms of understanding conceptually. Well, you know, how do I go from audience to 1 to 1. But then also in terms of the delivery of taking a use case to market, there was a change there, um, that we needed to manage through so we could effectively ensure that decisioning was used effectively as part of the, the process.

And, um, we spent a lot of I spent an awful lot of time, um, with, with marketers. And this is where we did sort of take a bottom up approach is actually, um, being really transparent around what it is, what we were doing, um, answering any and every question that they actually had, um, and just creating an environment where it was like they were great at asking a whole host of questions. tionS and they wanted to understand and they were really curious, which was great. And then we worked with them on actually re-engineering what our go to market process looked like to ensure that we're actually utilizing CDH capability to its its potential. But I think just it's worth highlighting that that's really a change you have to go through if you want to be customer centric, right? If you want to be really focused on your customers, you need to change the way you approach them. Right? Um, so thank you for that, Lisa. But driving change is one thing.

Making it stick could be something else. You really need to work out how to embed it in your company's DNA. So maybe you could just spend a minute or so taking us through what you've done to embed those changes? Yeah. So when we actually re-engineered the go to market process around, um, taking an action and actually a customer physically experiencing it, um, we effectively fully documented what that process is. Much of that process is owned by our marketing operations team who manage and maintain and continue to evolve that process as we actually mature as well. I think the other thing we've been doing really well is actually just documenting everything in terms of all of our standard operating procedures and, and how, you know, how all the different tasks and work that we do, um, occur, which is actually then enabled us as new people have actually come into the team. You've got a common, um, information slate that they can actually use and leverage as they, um, they are introduced to the, to the world of decisioning. Yeah.

No, it's great. And I think finding a way to build those assets to help you scale is really important. It helps ensure consistency, but it also means you don't have to be the linchpin in every single discussion about the topic. So it's really useful in that way. Greg, what have you seen work at the clients you work with? Well, with with the shift from, you know, the traditional you hit on this, Lisa, you're separating the data from the, the actions, right? So you're able to build efficiencies into creating many more specific messages. The process that evolves out of that, you should evolve with it, right? The change in scale is a material change in scale.

You can now actually go to market and have enough things to say to every one of your customers across the entire life cycle with you. So the process to get that change into market, I think is very critical to to adoption, right. You need to have the people contributing those messages feel comfortable that the change that they need to get in there is quick and effective. But also I would say, you know, with any with any change management, with any process, you know, sticking with something that that isn't working isn't the answer either. Right. So so learn and adopt and, you know, bring forward what works well and accelerate that and do more of it and things that aren't working well. Change it right and work towards, you know, creating what works for your organization. I think it's also important to mention that it works well if you can do it in incremental steps as well. I help people on that journey give them something fairly easy to start with, and then as you prove values you guys have and your proof of values, you then use that to expand and drive more change.

Um, so just shifting gears slightly, it wouldn't be a we couldn't have a session these days without mentioning Gen AI. And I know we've got a couple of clients at Pegwell talking about the benefits they're getting from using AI within within CDH. But I'd like to hear how it's impacted your organization. So maybe, Liz, we could start with you. Sure. So we're not we're not using gen AI in our solution yet. Um, it's it's a ways away. We need to go through a lot of risk management before we commit to that. However, as we've prepared for this panel, as I've thought about where we're at, I think that our journey has gotten a lot easier in the last year or so.

People's comfort level with AI is that sort of swept. Everything in media has gotten a lot higher, so we don't have nearly the task in front of us explaining complexities behind the engine, and it's easier for us to sort of talk about the differentiator for this technology in a way that we couldn't before. I'll also say our organization, State Farm, spent a long time in the last decade defining our data strategy, defining our ethical AI strategy. So when this wave did come, we were really well positioned to fit into the broader portfolio of AI capabilities that's available to our business. So I find that really interesting. The fact that Gen AI, even though you're not using it directly at the moment, is helping kind of pave the path for other forms of AI as well. It's just making AI in general a much more acceptable. It makes me a lot more, um, pleasant to gen AI when it's the only thing that people ever talk about anymore. And what about at NAB, Lisa, your use of.

Do you have any plans to use Gen AI? So I think organizationally, NAB's, um, experimenting and running a various sort of different pilot programs to understand the capability more broadly, but specifically for decisioning. We've recently upgraded to infinity 23. Um, so we're really thinking about on our roadmap over the next 12 months, I'm keen to actually start to look at some of the features that that's going to unlock and test those and see how they they help us actually deliver better outcomes through our actions. Fantastic. So just kind of heading towards the end of the session. So, um, it's been fascinating talking to you guys, but I always like to end with a bit of reflection. Right. Um, so if you could go back in time to the start of your 1 to 1 customer engagement journey, what didn't you do that you wish you had done?

And maybe it's a question for you, Lisa. Thanks, Mark. Um, so for us, um, when I was sort of reflecting on this question, one of the things that came to mind when we did our proof of value is, um, we selected a lot of use cases that we had been using in our traditional marketing sense, and they were highly targeted. Um, and what happened is when we put them into our proof of value, we didn't get as much overlap as we would have liked. Um, for as broad a set of customers as we would have liked, um, when we were actually working, working through. So, um, I think if I reflect on what I would like to do again, it's probably, um, taking a step back and really making conscious choices around how do I choose actions that ensure I get really good coverage for a set of customers that I'm actually actually looking at? And we did remediate that when we went into our, um, full production program. We still drove a 40%. Still did.

But it's really which is great. Um, but it's really important to be intentional about the actions that you pick, right? If you want the AI to be able to drive value for you, then you need to have optionality when it goes into arbitration. So if you have really, um, restrictive, um, business rules that you've put in place, and don't let the AI pick the right thing for each customer. You just you can't personalize. And what we've seen is that if you just have 4 or 5 actions available at point of arbitration, you can drive really significant uplifts in click through rate and conversion rate. So you don't need to have a huge number. What about Eulas? I think if I could give a piece of advice to everyone based on our experience, is we went very broad to begin with.

We had a workshop with, I think, representatives from a ton of different spaces in our department and our enterprise, business and technology, both because we were so excited about the capability. And I would looking back, I would have started smaller and more focused, built out more and thought through use cases a little bit more before going so broad. We had we had a challenge in front of us to sort of reclaim that space once we got going. Yeah. Okay. And now the opposite. What are you really glad that you did do something that you would recommend to anyone else starting this journey. And maybe Liz, we can start with you. Absolutely.

I am so proud of our team for the quantification of business value that we did from the very beginning. Great job identifying the business events that we thought would be good triggers. Partnering with folks and then really working to talk about what ROI we needed from those use cases to justify moving forward with Pega. Fantastic. And Lisa, over to you for the final comment of the panel. So no pressure. No pressure at all. Um, so for me, I think we had generated a whole host of organizational momentum around the potential of customer decisioning to really enhance our customer experience. And what we did really well, I think, is just back that up with the delivery of actions.

And we really leveraged the momentum and the snowball that we were able to create with real, tangible outcomes across a broad section of use cases. We're now at the stage where I think the biggest challenge we're dealing with at the moment is just how to manage the demand that's actually coming. Coming in. And we've got a lot of people knocking at our door. So it's a really nice problem to have. Wow. So you really lived up to the pressure there. And that was an amazing comment to end on the fact that your biggest challenge is you've just got so much demand from within your organization for people to put stuff through the 1 to 1 customer engagement capability. So I'd really like to thank the panel, um, especially Lisa and Liz.

Um, I think you've provided some fascinating insights into how you've driven success and driven significant business benefit from 1 to 1 customer engagement. And I'd also like to thank Greg. As always, Greg's commentary has been, um, very insightful. So we've got a few minutes left. Got about six minutes left. So we're going to open the floor up to questions. Like I said at the start, it'd be great to hear from people in the audience. And this is a really good opportunity to ask some, some deep questions of some experts sitting here on the stage. So if you have a question, please step up to one of the microphones.

Um, so we can make sure that the question is recorded. As you started to see growth in or excitement of usage of CDH. You mentioned governance and all those things, but just from a an action perspective, have you had to deal with like the arbitration of actions across the board, or are all actions created equal? And we just let CDH kind of make the best decisions possible? It's like I put you in the audience on purpose. We have, you know, varying sets of qualifications for different products. Right. And so as we rolled out, we, we one of our lines of business is pet insurance. And we found that everyone was getting a pet insurance action.

So we have put our thumb on the lever a few times to kind of tamp down on the pet insurance enthusiasm. It's a great product, but not everyone needs it. Um, we also are anticipating, um, people arbitration as part of our scale out. Right. So one line of business life wants this and home homeowners wants this. We're not quite there yet, but we're prepared when we get there. Lisa. So far, we've kept our arbitration really, really simple to date, but I can see it's going to start to become more complex as we mature. So we've really just been arbitrating on the likelihood of a customer to, to respond.

And, um, it's only now where we're starting to have conversations with business stakeholders around adding in business levers, um, and using those in, in use cases. So I think we've got our first one using levers going live. It's it's like in a couple of weeks or so, um, from about we have set sort of the governance processes in place fairly early on. So anything around how are we going to use arbitration and business levers in particular, will be governed at the executive level around the choices that we make. So we make sure that we are making the right selection of an outcome for a customer. Um, and that we're really transparent across, um, the decision makers around what those trade offs are as well. It's really important to use things like business levers in the right way. There are really good reasons to use them. So like last year when we had all the problems with Silicon Valley Bank and others, banks needed to recapitalize, right?

So that's a great example of where it's a really good idea to maybe just turn up the probability of deposit products. Right. Um, so that's a great example. We do see other clients sometimes where it just becomes a question of somebody trying to push up their own products, which is not a great example of using business levers. So you have to use them carefully. And I think your point earlier on simulation and trade off discussions is, is a really good way to deal with that, to show the impact, you run a simulation and say, hey, if you pull that lever too far, these are the problems you're going to cause, right? So you can adjust it carefully. I think we have another question. Thank you.

Um, sounds like you guys both found success but took very different paths. Can you talk a little bit about how you guys thought about resource planning? To go first. So. The way that we've done it, I think it's part of it comes down to actually understanding what resources does it actually take to actually get something out. So we work within an agile methodology. I understand what resources it's going to take me to actually get, um, a program of work to market, and also what I need from others because, you know, I don't do the full end to end, so I need other members of the value chain. So we've been really transparent around, you know, we run an agile framework. I know how many points it takes me.

Um, I therefore know how many resources I have and what I can deliver. So when new demand comes in, I've got avenues around how I can increase that demand as well. Um, it depends on a whole host host of factors, but at least I think the good thing for us is we're really clear on the resource it takes to deliver different programs of work, which can then inform the resource planning discussion. Yeah, I think resource planning is a really complicated topic, right? And it's driven a lot by how it looks within your organization. This is our first budget cycle where we're committed to building CDH. Uh, we were we signed our contract right in the middle of our budget cycle. So we knew we would need resources, but we could not build them into this year's cycle. Um, so I owe a huge debt of gratitude to our teams for working flat out for a really long time, and our partners and others who have worked on the project with us, we have sort of pulled capacity from wherever we could.

And I'm we're encouraged. We have a big sea change at State Farm right now. We have a new chief information officer who just took effect like a week ago. Um, and as we move towards our new future state, I'm really hopeful that we can build out our teams to the places that we know that they need to be to manage the demand that's coming. Thank you. Hey there. Kind of piggyback on the other question. I'm in digital and I focus on digital expansion. So curious how you've met content velocity, because digital is such a different use case, it requires multiple treatments at scale.

Um, and that's a big risk that we're seeing as we try to expand. So curious about content velocity, because you said you worked really closely with your marketing operations partners, um, as well as the measurement like best practices around how are you reporting out in a unified way? Um, would love to hear. I feel like that's more of an outbound question, which is all you. So from a content velocity, like when we're designing a new use case, we're sitting down as part of the planning phase for it. And, um, not only will we talk through what we want to do from a targeting perspective, but we'll have conversations around content and what content needs to be curated at that point in time. That said, also, um, you know, we want to make sure that when we're creating content, it's potentially reusable as well through our other experiences or other actions as well. So we've kind of got that. I think that's one way for us to actually be able to create content velocity.

Quick follow up question. Are you connected to your CMS? Like do you have an API or any direct connection into your CMS? Or do they operate separately? So the way that we're connected is we use another product to actually deliver the experiences. So we're effectively passing our decision file into another tool. And from there that's where the content gets picked up and gets pushed out from there. Cool. So thank you.

We've hit the end of the time. We're 45 seconds over or so. Thank you for that question. If you would like to have a follow up, we can take you through some more detail on that. I have some good. Examples on that. Too. Greg would be a great person to talk to on that. So thank you very much, everyone for coming to the session.

And thank you to our panel.