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MPW Summit 2020: Humanity In Times of Uncertainty

October 02, 2020 00:00 AM UTC
- Updated September 07, 2021 19:41 PM UTC

Sabina Ewing, Chief Information Officer, Upjohn Business Technology, Pfizer Raj Seshadri, President, Data and Services, Mastercard Kim Seymour, Chief People Officer, WW Alison Taylor, Chief Customer Officer, American Airlines Moderator: Janet Foutty, U.S. Executive Chair, Deloitte Introducer: Beth Kowitt, Senior Editor and Co-chair, Most Powerful Women Summit and MPW Next Gen, FORTUNE

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Transcript
Hi and welcome everybody to this special gathering of the Fortune most powerful women community presented in partnership with the Voice. I'm Beth Cohen Fortune senior editor and co chair of the most powerful women summit and thank you so much for being with us. You can see all picking up here on the screen. Thanks for joining us. Uh this session has been programmed Vitaly and will be moderated by the way. U. S. Executive chair Janet. They will be talking about leadership in times of uncertainty. Leading with purpose in keeping the stakeholder in mind has never been more important. These have been challenging times, but strong leaders are seizing the moment, working to create even greater trust with employees, customers and communities. According to a recent survey conducted by Fortune and delight more than three quarters of sea of surveys that the pandemic created significant new opportunities for the companies. How are they doing it? And what roles the innovative technologies play. Please welcome our discussion leaders for a procession Savina Ewing. Chief information officer Upjohn Business technology Fighter kim Seymour, Chief people Officer, W. W. Alison Taylor. Chief customer officer. American Airlines, Roz Ghadry President Data and Services. Mastercard. Thank you all for joining us today and just a couple housekeeping, no dimension before we really kick it off, we'll be taking your questions today. Place them um, question or a comment in the chat function. We can read your question for you or if you'd like to come on camera and ask for yourself, click on the request to share audio and video tab on the upper portion of your screen. If you come on camera, please be sure to state your name, title and organization and just a reminder that did conversations on the breakfast and Janet over to you. Thank you so much fast and thank you all truly for joining us virtually today. I don't know if you could hear my comments before we started, but I I feel like we're standing at the front of the ballroom um waiting for everyone to file in to begin. What I'm sure is going to be a fabulous conversation. I think the bright spot today is that we've got an amazing group of women to have this conversation and that we're all not sitting on awkward bar schools and we're we're completely company talk to wherever we are. So, in addition to the amazing panelists at best introduce you to, I'm also pleased have to Deloitte colleagues as part of this session. Nearly Dunlop, chief Experience officer for Deloitte Digital and Ashley Richfield, who leads our consumer brand experience practice two amazing women. So the multiple crises we're facing and I do think of them as multiple crises and frankly the navigating over the past seven months have really significant consequences for human emotions and behaviors at the individual, collective and national level from this incredibly massive disruption, organizations have had an opportunity to become more human themselves with value systems and genuine emotions. And when I was thinking about having this discussion here today we have been talking at M. P. W. For years about value systems in genuine emotions and I do believe that we're at an incredibly important moment in time. Or organizations actually have to reflect that in order to recover and thrive. So to do this we have to understand the evolving human condition and now I think of myself as an expert on the human condition um and how we evaluate our own values and better align those values. We've done actually a lot of research that I love for you to hear about to help ground the conversation. So to get it started, I'm gonna turn it over to Amelia who is going to share with you all some of the research um that she's been doing Amelia. Yeah. Thanks so much Janet and ladies, it's lovely to see you and to participate in the conversation. So Janet as you know, a couple of years ago, we set the aspiration for ourselves to elevate the human experience. Um, and it was, it was only, it was a few months ago when we realized that now more than ever our behaviors were changing and we needed to just look at the past for the pattern recognition and to compare now to events that happened previously or to try and become fortune tellers and kind of pretend we knew what the future held. So instead we decided we needed to research right now what the human experiences and actually put up the screen, What you have to do just to see the size is to kind of double click on it to maximize it for folks who are watching along. Um, but when we did this research, we realize that it's being human is not about being a customer or being an employee in our workforce or about even the partners in our broader ecosystem. It's about the kind of the whole human perspective of an organization, exactly like you were saying china and how do we show up as more human? And what we realized was that organizations that focus on the human experience or the human element are twice as likely to outperform their peers and revenue growth over three year period. And we thought that was exciting because we think being more human is valuable in and of itself. But it's also exciting as business leaders that it actually has an outcome um, that we can all be proud of and and measure. So then just this past summer, we dug in to do some more research. I actually think it's on the next slide. Thank you to understand what are some of the changes in behavior. And one of the things that we identified was even as we're living, these digital lives were virtually connecting all over the place. We're feeling this lack of connection. Um and so we're talking to the research showed that we don't want just support as employees from our organizations, that 32% of us actually want emotional support. They're connecting with our emotions and connecting with our values. And just about more than half of us felt like we wanted our digital experiences to feel more human to kind of be able to connect. You know, whether it's through through a screen or through a phone And I'm not gonna lie, but I would definitely the 40% of us who felt lonely or isolated. Um and this is interesting job. We did this research this past summer. I wonder how things are changing. As you know, the pandemic continues and feelings of isolation and loneliness continue. And there's just one other thing I'll highlight in their findings here was just this disconnect between an employee experience and customer experience and that 70% of us would want a temperature check for an employee, but only about half of us want our temperatures checked when we walk into the store when we walk into the government office. So just just some of the things that we've been finding would be curious what the panel thinks about that. But just one more thing on the next slide, we identified that we we found three broader busters and basically three months as we navigate uncertain time. Um, and they're gonna easy to remember. There's a three piece, there are those of us who feel like we're protectors and that maybe for health reasons, where were much more conscious of protecting our families and our protecting our loved ones from possible health risks on the other side of the far right there, those of us who feel much more like prevail er like we will survive, we will open up the economy, we will make sure that we can connect with our loved ones and then those of us in the middle and we are much more pragmatic and more balance trying to balance public health concerns with economic concerns, family needs, what kind of community um, and have suggested a different perspective and I found it helps. Each of these mindsets are valid and each of them are different. And then as as an organization, we need to be mindful that our customers are falling into the different mindset as well as our employees, so that those are the kind of the first set of findings that I wanted to share. And I think the question we wanted to put the panel, but also the chat is which, which mindset do you identify with? Are you feeling much more like a prevail er or protector or privatised? I'll just let you know that I'm a practice model of being three kids teenage kids in three different school with three different hybrid model. At any given point there's someone zooming downstairs and there's a couple of kids school and they're coming and going. But we have to be pragmatic. They need some version of schooling and some version of kind of maintaining the kind of safety and healthy healthiness of the community. Um I know, I know Ashley. Um it's more of a protector. And if you want to share your perspective, Ashley, I am absolutely protector. My daughter has Type one diabetes and it makes you a little bit more susceptible to viruses than others. And so we're very cautious and people come in our house, you spray them down with hand sanitizer just to make sure every day. And speaking of which she's going along. So, I will be right back and apologies for the urgency. So back to you to be curious fellow which which cluster you identify with and what your experiences have been about. The need for human connection and the Digital times. Yeah, I mean I it's interesting, right? And I think I would put myself in a pragmatic pragmatist. I can't even say that word in English. I have a 93 year old father on one side, and teenage sons on the other side. Right. And it worked too. We've been debating, you know, my our head of uh economist and I were debating about health versus economy, it's a very difficult trade off and it's a fine line that you have to walk to be very safe, but at the same time think about economic, in fact, I think I love the archetypes, I put myself in the middle. Well, it's interesting because I would put myself maybe in the middle um but veering to the right to a prevail, er but what I thought was so interesting about this work and as each as I as we flip to each of you for questions, we'd love for you to jump in on this. And what Emilie and I have been talking about is that this is a place where Our decisions are not just our decisions, but their decisions are are positioning is tied to who were surrounded by. Um, so you're 91 year old mother, um, your four year old twins. You know, for me, I would veer towards the right, but my husband would veer to the left. Um, he's an asthmatic and an accountant. Um, and I think that combination puts him on the, on the more conservative side of the spectrum, But because we live in the same household, I feel like there's sort of the least common denominator of how I have to live my life right now, which is very different than any other sort of personality tests you would think about. Um, so I love the frame and I see a lot of pragmatists sort of popping up in here, but definitely some protectors as well. So I would love to jump in and hear from the panel because I think there were at a place where we're having to acknowledge different mindsets more than we probably ever have. Um and as I was thinking about this, I was thinking about my own leadership philosophy, which is all about bold ideas and vision, clear alignment and measurable impact, and those of you that I have the privilege to work with. No, I'm all about how you get measure those impacts, but it's all tied into a team that's made of a diverse perspectives and mindsets and how do you really challenge conventional thinking? Um and how then you get to a shared vision for a common outcome, which I think this framework really frankly pushed my own thinking of, I love to hear from the Panelist, So, Sabina, we're gonna start with you. I love word. Well, first of all how great everyone opportunity for the conversation. Go ahead and finish. I know, I know it's easier when we can look each other directly in the eye, not over a screen. So I'd like to understand, first of all where you sit on the three PS. But then how you've seen the mindset influenced technology decision making among your wide variety of stakeholders. Um and how that influenced your world through through this time period that we've been in. So certainly and and like I said, thank you for the opportunity. I think it's a well timed conversation, especially as Amelia pointed out, were continuing in the pandemic. So I'm a pragmatist. Um but you know I'm working biopharmaceutical company that is helping to identify a vaccine. So we are across that spectrum, you have the people who are the protectors. Thinking about public health, thinking about how do we make sure that people are safe? And then we have a prevailing perspective because our mantra advisor is science will win. And so when you think about that grounding and then you start talking about technology in my capacity, you have to recognize that you have people across the spectrum. When we talk about the continuity of work and your colleague or employee base, it's important for you to be able to provide them with solutions that allows them to take care of that 93 year old um you know, father and the twins and the flexibility around it and adjusting in that regard. And similarly, I would argue that, you know, when we started with this, like every company I would anticipate. It really started with our people. How are we going to make sure that they're safe and healthy? And once you start with that point of view, your technology and a lot of companies had to accelerate to be able to enable that. Similarly, when we talk then about our customers, it was about getting medicines to the, you know, three quarters of a billion people that take Pfizer medicines across the world every day. And so it's really important for us to make sure that we're thinking about, what does that mean for that person who is the plant worker? How are we, as we're going through this vaccine? Um discovery process, going to enable people in the in in our R and D facilities. So it really was making sure that our technology paired up to meet those different framing that you talked about and at the same time with our stakeholders, we saw, you know, our partners like Deloitte and other stakeholders, they started to adjust and we have all navigated if you will, um you know, in real time because there wasn't necessarily a playbook. Um I do think so that for those companies that were thoughtful, um you know, Amelia, as you would say, on their digital journey, that they thought about enabling any time, any place, any device for the continuity of what they do every day. So hopefully that gives a spectrum of how all three of them playing into the framing of technology and how technologists have to enable um business and people in terms in this pandemic. So, Sabrina, I don't know if you need to attract the comments as you've been talking, but first of all, fabulous opening comments. So thank you. And I believe that science will win um is going to be uh we'll see if that's the quote of the day. Um Science over Politics and Science will win. Clearly resonated with the women who are here with us today. Um and I want to tie our next question back to something that you said really clearly, which is, it is all about the people. And I was thinking about this conversation, I feel like the Maya Angelou quote that's been used so much, but I'm gonna take the liberty of reminding everyone which is, people will forget what you said, people will forget what you did. People will never forget how you made them feel and this idea of human connections and how people feel. Um Allison in the airline industry and is a very frequent american airlines flyer until six months ago um for over two decades. Uh, so important. So given your role and given your industry talk to us about what actions you've taken to build human connections, um and create loyalty with your customers, both free and since Covid. And how obviously has that conversation evolved? Yeah, no, thank you Janet. And thanks also to the best of invitation. Um, I'm a pragmatist as well. I've been as an essential service. I've been at the office the entire time and I, I do believe science will prevail as well. I have to say that for us, we've had to pivot Janet very quickly. You know, we, um, In March we saw almost $27 billion dollars of refunds go out the door. So to look after our team and to look after our customers really, I think while it was always a foundation for it, it really just escalated. So we needed to do self service um, at the kiosk which we did in three weeks. So I think we have learned skills that will answer people's queries during Covid and make them feel more reassured about traveling. Um, and we've done touchless with done self service. We have launched biometrics and so this is so important during this time. But you know, I think the most important thing we did, it wasn't the technology, it was the thousands of calls that we did both internally and externally. I've got a team of about 13,000 and we are on calls night and day with the team making sure because it's a 24/7 operation uh that we can get to them showing that vulnerability. Making sure you have that emotional connection. I give out my mobile phone to all my team where you want to be accessible and also showing vulnerability because this is no one has the answers Janet to this. None of us have been through this. But what we have found that it's also been important to keep our younger team members who may not have the same level of life experience of any form of, of crisis before. So I spent 20 years in Asia. So I spent time with the team, most importantly listening. So what they would like from us, that's why we have our wealth of work and we take temperatures every day. We do rapid testing as well in many of a airports, et cetera. But then also each story tell about what we've been through. I've been through writing in Jakarta when Suharto felt for. Um, and we were stuck at our hotel. Um, and you know, goodness knows what was going to happen. We saw stars, we saw tsunamis, etcetera. And I do think making sure you understand what perhaps different segments of your team name and then making sure that you are really being reliable and transparent in your responses and doing what you say you're going to do. And we've done thousands of calls as well with all our customers because keeping it up be important at the moment. And so what we've been doing is showcasing not just from american Airlines standpoint, but expertise. Because this is in this, you have to show both your capability to execute, but you also have to show that you can be trusted. And as you saw in what Amelia put forward, businesses aren't always trusted uh, in the manner um, that we think we should be perhaps. So we engaged expertise with chief epidemiologist for Vanderbilt University Medical Center to assist us and guide us in all our decisions. You'll see today that we're announcing rapid testing and opening both Bahamas and Jamaica that's done with the Mayo Clinic and you know, with Vanderbilt, chief epidemiologist because I think making sure that you build that trust and loyalty is through expertise, transparency, constant communication and just making sure you're doing what you're saying you're going to do and providing the information because so many people now are first time travelers, the reason they're traveling is different than before. So we've actually done thousands of outbound calls, including robert, uh, President and myself. We call customers to ask them how their travel experience was to listen to what else they need from us as well. And also to make sure that we're executing, executing on the things that really matter frankly. Well, Alison, we are grateful for your leadership as an essential service. Um, and the comments in and around humility and missing you are, are dominating the chat. Um, and I would be remiss if I did not emphasize our underscore your point around transparency in your communications. Even when you don't know all the answers, which I think is very much reflected in the work. Very much reflected in the work that Amelia shared with us. So Rod back to you, help us think about how you're helping your customers a mastercard build those human connections and create loyalty um, for their end consumers. So in the role that you play. Thank you Janet. You know, it's I love that Maya Angelou coach, how people feel is tied to what they need. And you know, um, you said science will prevail. I would also say data and insights will prevail because last year's questions and on this year's questions. Last year's data doesn't help with today, given the times we're living in and so and last year's consumers, not this year's consumer, right? So I think this notion of what, what people need in order to make them feel a little more grounded. Uh it's true for customers, it's true for the customers consumers. And it's also true for our people at Mastercard. So very early the crisis we uh went immediately to saying, let's think about, you know, reach out to all of our customers, reach out our teammates of course, but also reach out to all of our customers and really talk to them about what questions are they facing now, What uncertainties do they have to navigate currently? And then really think through how to solve using the components we have and not be ready to what we solved before or what, how we used the components, you know, the the pieces of our business before. And so, you know, we started by framing the question for the customer and then going through the cycle that we always go through, which is to say, let's discover. Let's take your data are data. Third party data. Do it in the right way with the right data principles and the right relevant data. But start with that and then think about based on that, what are the insights that you have that are relevant to the question you're asking? So you know go through a recommendation profit using analytical services, ai consulting etcetera. Then go to you know actions, help our customers engage with their consumers in the right way with the right message with the right combination of challenge channels and then think about how do you improve it and how do you how do you iterated? So this is this is the cycle that we always go through between you know really refreshed and reapplied it in a very agile way, you know in all our relationship and I'll give you some examples just to bring it to life. So you know, you asked about some of our businesses, you also about loyalty, right? Loyalty is for example in the european market we switched our concierge service to focus on medical appointments in latin America we focused on, we moved it from you know um travel and lifestyle offers to telemedicine, you know being able to access the doctor through video to call to chat, you know make appointments. Uh We worked at testing, learn platform, we worked with grocers actually this is grocers across the U. S. Market and globally. So one example for example is that Hema which is a grocer across the pond and we worked with them. This is the early days of the crisis. Now it seems like it's kind of obvious but they immediately went in thinking you know that uh you stop all the largest stores and very early we said you know that's not where the sales are happening. You need to go to the smaller stores. We also noticed demographics and trends in terms of shopping, we noticed that supply chains were disrupted things one coming in the early as often or as regularly and they came and they came in both. So, you know, we worked with them to create hours for the vulnerable people to shop hours uh in the store closings early in order to restock the shelves. Um you know, talking suburban stores because people who are working from home, they were shopping at home closer to home, not going to the big, big stores. So things like that. So very tried to be very agile and customer centric and really focus on this year's problem, but bringing data and insights to it. And similarly for a workforce, just like we reached out and connected with a customers did the same thing without people because you have to be flexible in a work from home environment. I think, you know Alison, you mentioned young people uh you know it's also true. We had, you know, parents, we had people caring for their parents. We, you know, people who have brand new to the workforce who weren't from a work from home environment don't get the mentorship and support at home. So if you really doubled down on reaching out to them, having one on one conversations, having forums, communications is key and so did a lot of that. And we also reassured that we told everyone no covid related layoffs in this year in 2020 so that, you know, trying to figure out extended, covid dedicated leave severely. Start through what what was on their mind, what their needs were right now and then try to, you know, do our best to address those needs in an agile way. I'm not sure. I appreciated the level of customer centric pivot that you made so super impressive. Um And uh and and terrific to get to hear your example. We've certainly talked in the discussion today about um about connection to our people. Um and empathy I think is a word that really has I've been thinking about through this discussion. So kim through your lens is the chief people officer. Talk about empathy plays a role in your in your strategic priorities and how you're spending time with your team and thinking about leadership. Oh absolutely. When you think about w w um along with scientists, empathy is our whole business is built around having empathy for someone who wants to be healthier, right? So it's empathy is really the ability to put yourself in someone else's shoes and to actively appreciate their experiences than having it is imperative to our strategy and therefore having it is imperative to our talent strategy. How much so that we actively when we debrief candidates, we talk about what do they have proper empty for? Remember when we assess talent internally? You know, everyone has their uh leadership behaviors or whatever it is you call it, where our leadership impact behavior list empathy. Matter of fact, it might be the first it might be the first one truthfully entity for our members and for our team. And then in another section that talks about inclusivity of of diverse ideas and diverse viewpoints, diverse people. Because you can't have true inclusion without empathy. Right? So for us and we think about this whole crisis, the mini crisis since what february um and Mindy Grossman, who is our ceo talks about the fact that we've had to dial that up so more, so much more before yes results and and the numbers quantitative outcome now. Probably even more than that vulnerability that Alison talked about empathy that you're talking about transparency. How do we connect with our people? How do we look at the life cycle if that's the right word of what everyone is going through different scenarios and plan for each one, click yourself in their shoes and come up with resources and treatment and and being flexible in so many different ways about their well being, not just um their physical well being as you would expect with W. W. But mental emotional. We have had to come up with ideas and treatments and and help for so many people in so many different ways. And it's all I think based on that empathy and authenticity that we're trying to approach this time with it has made all the difference actually. So that is um exactly sort of the heart of the conversation that I think we're having kim and obviously your organization is built on that principle. Um and is now put in hyper charge as you as you so well articulated to Amelia help us bring this part of the conversation um together with any additional observation term, your research or reflection. Thanks. Thank God. I mean I just I put it in the chat but I just love that there's very little to love about, right. Like I was thinking as I was getting this morning that it would be so amazing to see all of the person and to have a cup of coffee and to learn more about you, each of you as well as all the other people who are joining us. But I do love that in some ways. This time has given us the opportunity to talk more about the state, to talk about the need for connection to talk about the need for vulnerability, in ways that we hadn't always felt comfortable in the workplace. So that is a silver lining that I speak from it. And that's one thing I think about when we think about elevating the human experience, so, you know, really excited to have this conversation and to continue it as as actually, we'll talk more about trust. Excellent, Perfect. So, Ashley, we want to give us the thumbnail view of the work that you've been doing around trust if you would. Yes, and thank you everybody for your grace for my exit before I'm back. She's okay, we're good to go. Um um really, I don't know if you're able to share it, but I think the key finding coming out of the trust research for us was first and foremost, that trust is fracture today. Um Trust, if you ask people, you trust other people to social distance, 60% will tell, you know, so the majority of Americans don't trust each other to distance from each other. And then when you ask people, how do you know when it's safe to come back, only 4% would trust businesses to tell you that it's safe to come back. So I think it's fairly safe to say today that trust is fractured and we have a role not just to build trust, but to rebuild trust. That's it's important because trust, dr loyalty, trust, dr purchase, trust arise motivation as an employee, 80% of employees to trust their employer are motivated to work versus 30% who aren't or customers, 88% are going to buy again relative to those who wouldn't trust matters deeply to people. And we can say now that it's fractured. The critical thing in our work was actually to find a way to start to measure and change some of what we're seeing. So if you put to the next page Familia, we came up with a measure called the trust. I'd conventional measures in the space. Many of us use them like recommendation, for example, fall short on two different, really important measures, one of them being predictive and the second isn't being actionable. So we really sought to come up with something that would be both predictive and actionable. And we came up with what we call the trust. I'd if you see these four signals here, we've been talking about a lot of them today, transparency is a critical element of trust, reliability capability and also importantly humanity. These poor signals in our research made up 96% of the variability we saw in trust scores so we can feel pretty confident that we hit on the right measures and then the really cool part that each of these measures actually drive specific behavior. So for example, we've been talking a lot about our employees, how to take care of them, of course, how to get the most out of them to in this trying time, humanity is when a company is genuinely believed to care for you, Employees are 260% more motivated to go to work, but not so we know that they have real significant impact on what we need people to do. So we encourage people to think about the importance of Trump, but also to think about the elements of measuring trusts you can specifically act on the floor. So when I think about this amazing group of panelists that we have today, um trust, I'm not sure you could think about four different industry segments and four different organizations where trust is more is more critical. Um, Allison, you know, you've been working with our team um so delighted you were able to join us in piloting in some small places. Some of the Trust, I'd talk about what you've learned and how you're evolving. You're thinking around trucks. Yeah, thank you. You know, as you start traveling again, people are relying on us to keep them informed because you know, it's quite hard to understand Alaska, you need a rapid covid test before you can go. Now hawaii you do as well. And so keeping up with that has been tough. So we have pivoted and placed all that information online, powered by Sherpa secrecy internationally what the requirements are no matter where you travel. And we changed that several times a day. I think of an example of trust and tie that back to the Trust. I'd scores were working on with Deloitte as you travel. People rely on us, not just for the HEPA filters that filter the every two minutes, like an operating theater, but actually to make sure that everyone's wearing their mask across the airport in the lounge of the gate and on board. And so because it's been shown by the Harvard study, you wear your mask. Um, there is under 1% chance of catching covert and I'm going to tell you a little story. We have flights where we turn the flight around because someone refuses to wear their mask because it is mandated team members and our customers when we land those flights because someone has taken their mascot, everyone else was clapping and we feel that because we are building trust with them because we told them that everyone would be required to wear a mask and we won't take off if someone is not wearing the mask less than two years or under a course of baby. Um, and so these things build trust. But the trust I'd score for us really revealed to us that simply having processes and then making a decision and then implementing those really just wasn't cutting it. And I think it's been great because we really need to do a better job Of demonstrating to our customers through what we say, what we do, that we genuinely care um, for their well being, especially in the most trying of times of tight connection. Maybe Kim going to see her 90 year old mother for her birthday. That's what we need to be there. And this trust I'd score is going to help us say really honest with that as well. Yes, we've always been doing L. T. R. And and others to indicate whether people are loyal to us, whether they recommend us. I think the trust idea scored a time like this for us is far more relevant. So we are engaging with it and we have plenty of the initial outcome means that I can go to what you were saying at the beginning, that one of your vision is making sure that you have measurable impact. I can go to our ceo and to president and say this is what we need to do. And look at the scores. Um that it brings the trust because building trust confidence and reassuring people about getting in the air again is what our role is at the moment as well. And also part of what we're doing is also building trust by actually talking about the reasons people fly and not talking about the price. And even though it is quite cheap at the moment, we started using you are why we fly. And I think that gets back to, you know, you think about him going to see her 90 year old mother or you're going to see your daughter, you're going to those places. People are the best destinations. And so making sure our messages really resonate with the new time of why people are traveling. Actually anything else you would add to that. And you've been deep in this conversation. I guess if you can tell, I get really passionate about this topic because I truly do think that unlocking the motivation to why I do think that the motivations from locking why people trust us or don't, and then really working on those individual relationships is what allows us to elevate experience. So when we can demonstrate transparency and also measure that we've fulfilled our promise on transparency, we are one step closer to creating that bond with people, their employees, our customers, that are going to keep them coming back and back and back. So Allison your team has been phenomenal. It's been fun working with them. You know, Allison, I think are living Sabina's mantra as well, so you keep turning those planes around because we know that science will win. Um so here's what we're gonna do in our last few minutes and you know, we all know from fortune's wonderful discipline that they impose that they will, will keep us on track going to speed round um with kim raj and Sabina um on on the thread that I think was probably the most compelling to our audience. And help us think about trust, kim, help us think about trust as it relates to your team and how you're building that in this very complex environment today. Oh well, part of it was almost unintentional. Uh because we had to move our business online in six days now. Normally that's that's a conversation that would have taken six years, six days. So when you unpack what let that happen there is where the trust was empowerment, transparency, ruthless prioritization, being inspiring. You know, you got a mini grocery and you almost you know, you can't help kind of a be inspired, but that vulnerability and empathy and letting people know we hired you for a reason. This is the moment for you, for you to show up and and demonstrate that reason and we'll get out of the way and let you do that. What happened was miraculous. Truthfully, what we accomplished was miraculous. And the pride that people had and that the trust that we put in them built on the trust that we've always had because we, we communicate and over communicate quite a bit, but we just doubted up in this in this environment. But the team trusting each other, get that dough without territorial ism without egos, without roadblocks, that was beautiful, the beautiful thing and it has spread throughout the organization and I do the lead. It's look what we did, Look what we did for our members. There was, you know, I don't have a better example than that. I love it. When you think about this idea of the importance of empathy and human connection is a fundamental tenet of your business. That that truck is incredible. Uh Sabina, I want to talk about ethics first approach to tech design and the trust that is needed and the trust that your customers have to put in you and you and I could spend multiple hours on ethical conversations around technology but give us to sort of your quick take on how are you thinking about that right now? So here's how I'm thinking about it. Trust is earned in drops but lost in buckets and so being mindful of that in this era. Um, I would say to kim's example, technology represented the defibrillator, right? Covid with I should say the illness, the illness that created a dynamic and then, you know with technology became the defibrillator. Some people had to use it a couple times to really accelerate their engagement around it. When you talk about ethics, remembering that it's the trust is earned and drop and lost in buckets requires you to make sure that thinking ahead as what are the potential consequences? How were you using people's information? Roge talked about data when you when you have data in our world. When we're discovering a new medicine that is supposed to go into people's bodies rigour discipline. Thinking about the bioethics around it, making sure that you can trust it because of what it means for us in this world, not just for us as a company because I want all of our competitors Truthfully, um to have vaccines. So we have more shots on goals as human beings um to fight the pandemic. And so thinking about keeping that is the core in every decision. Making sure you're thinking about. What does this mean for human beings? What does this mean in terms of what the implications are? Um not just for you know the moment because we will get past covid 19 so don't just make decisions that impact Covid 19. Think about what it means for you going forward inclusive your brand. So raj. Bring us home with the thread that Sabina teed up perfectly around how you think about trust around data usage which you sit certainly in the epicenter of all of our of all of our financial transactions. So help us think about that. Yeah, in a trust engaging usage is critical, transparency is critical right in terms of what you do with the data and how you deploy, how you use it and it has to be done with absolutely the right intentions as well. So, you know, for example as a consumer, we're all consumers. If you get a, you know, a 30 page private privacy statement or a booklet in the mail. Yes, that checks the box on data, transparency and trust. But it doesn't feel like transparency doesn't feel like, you know, trusted data as a consumer. So it's really important to think about the intention behind it and and the data driven about it. Right? So you know, it applies here too. So we launched our data responsibility principles a couple years ago where we essentially said you as a consumer, you own your data, you control your data, you should benefit from your data and you know, our job is to make sure it's secure and these uh but before we launched it, we tested it, we tested it with business executives at our customers and with consumers. Um, and uh we learned and refined it and then we before we launched, if we got to a point where 90% of the people said that they would trust a company that stands behind a statement, that, which is when we launched, but that launching it is not the end, right? You then have to live up to it. So we've then, you know, worked, we've aligned it to our product development processes, to our products, to our ai frameworks, you know, thinking through data usage, data minimization, uh data security, you know, privacy by design, these are all concepts that are now very embedded in what we do. And then, you know, it's also when you think about data and think about the consumer, you also have to think about the value exchange. So, you know, this is an interesting factory. There was an HPR analytical services article recently that said, you know what the question to consumers feel like they get the value out of the data, that shit. And it's interesting, 60% of business executives said Yes. Um in contrast, only about 40% of consumers said Yes. So that tells you there's a cat, right? So you you know, um you've really got to think about the value that you're providing to a consumer and make sure that that concern is mitigated in the right way. And then the other thing I'd say about trust and transparency and data is it has to be simple and tiny. So when you do work in data and data insights and ai and machine learning etcetera, you shouldn't need a PhD to understand the insect, right? It should be pretty simple to and should be intuitive in terms of what you learn from it and it has to be timely. So in the in the case of this year, in the midst of Covid, we launched recovery inside very quickly we put out what we had on, you know, economic insight, scenario planning tools, data inside for decision making, you know, a digital um assessment for small businesses. We put sharp openings so that you could actually consumer go see what shops are open. And as a as a small business tell people that you're open um globally we put all of this out in order to help our customers, you know, assess, react to cover uh in this pandemic. And I will tell you as a result of that, just being transparent about what we were doing, making it available to all. We have hundreds of engagements not just with banks and with merchants, but also with governments, governments at the federal state, a city level, you know, for example, in new york city London Madrid, we have a number of places where we've made our data available uh and our insights available and also with public private partnerships, which is really important in this. It's really important to bring all this together in order to help with the crisis that are that we're facing. So as an example, the partnership for new york, you know, we gave them our data, so um it's transparency is important. Trust is important, but it's really important that it's authentic. It resonates in a fact basically with the audience and it's done in a way that's timely. It's simple because all of that builds trust. So what an amazing um close to our conversation. So as I was listening to each of you, I don't use these words casually. Um I'm really humbled by the pipe and sophistication of leadership that you're providing um in your respective organizations and and frankly, um given the bulls that you all play on behalf of not only your organization's, but us as citizens um of the world, it's, it's really, it's really incredible. Um, of course grounded in in this idea of trust and, and persona that we've been talking about. So I'm really grateful for each of your leadership and for participating in this conversation. Um, as usual in these conversations, we could go so much deeper and so much wider on all these discussions and drawing lots of lots of connect the dot, which I'm sure we will do in our own virtual manner going forward. So I'm grateful for your contributions. Thank you all so much for joining. I've learned that it's much more graceful to join a virtual session then walking into the ballroom and opening the door. So I'm really happy that many of you chose to join Over the course of our 45 minutes together as well.