{"id":2950,"date":"2021-03-13T19:14:23","date_gmt":"2021-03-13T19:14:23","guid":{"rendered":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/?page_id=2950"},"modified":"2021-03-14T13:43:37","modified_gmt":"2021-03-14T13:43:37","slug":"ar2021-research-as-a-catalyst-for-organizational-transformation-robin-beers-wells-fargo","status":"publish","type":"page","link":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/ar2021-research-as-a-catalyst-for-organizational-transformation-robin-beers-wells-fargo\/","title":{"rendered":"AR2021-Research as a Catalyst for Organizational Transformation (Robin Beers, Wells Fargo)"},"content":{"rendered":"

\"\"<\/p>\n

\u2014> Excited to be hear to talk about organizational transformation and role researchers can play<\/p>\n

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\"\"<\/p>\n

\u2014> Come from academic background of organizational psychology, for user-centered design and research<\/div>\n
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\u2014> Specialized in diversity, equity, and inclusion<\/div>\n

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\"\"<\/p>\n

\u2014> While doing doctoral research went to South Africa , with a focus on Diversity, Equity, and Inclusion \u00a0programs and how South Africa was setting up their programs, relative to the United States<\/div>\n
<\/div>\n
\u2014> At this time I became familiar with ubuntu<\/div>\n

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\"\"<\/p>\n

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\u2014> Directly translated, \u201dI am because we are\u201d<\/div>\n
<\/div>\n
\u2014> Means that we don\u2019t really know our own human-ness unless it\u2019s in relationships with other people<\/div>\n
    \n
  • \n
    It\u2019s an interconnected and interdependent worldview<\/div>\n<\/li>\n<\/ul>\n

     <\/p>\n

    \"\"<\/p>\n

    \u2014> Ubuntu touched me personally, and I realized relationship between humans allow us to effect change in world, organizations, and personal lives<\/div>\n
    <\/div>\n
    \u2014> I\u2019d like you to go within for a moment, and think of time in life where you felt amplification of your own humans through relationship with others<\/div>\n
    <\/div>\n
    \u2014> For me, ubuntu, is something I have brought in with my role as a leader<\/div>\n

     <\/p>\n

    \"\"<\/p>\n

    \u2014> Business is changing, as we are in a VUCA world marked by features of Volatility, Uncertainty, Complexity, and Ambiguity, for over a decade<\/div>\n
    <\/div>\n
    \u2014> Organizations continue to operate from old assumptions and rules<\/div>\n

     <\/p>\n

    \"\"<\/p>\n

    \u2014> Set of assumption rooted in the industrial era, where we lived in \u00a0a predictable, controllable environment<\/div>\n
      \n
    • \n
      How we approach problems in orgs is very mechanistic<\/div>\n<\/li>\n<\/ul>\n

       <\/p>\n

      \"\"<\/p>\n

      \u2014> Another idea, orgs operate from is Milton \u00a0Friedman, and his thoughts on the social responsibility of business<\/div>\n
        \n
      • \n
        Shareholder value as primary value businesses needed to focus on<\/div>\n<\/li>\n
      • \n
        But this has been changing in recent years<\/div>\n<\/li>\n<\/ul>\n

        \"\"<\/p>\n

        \u2014> The Business Roundtable is an industry org of 150 US Based CEOs.<\/div>\n
          \n
        • \n
          Previous principles were rooted in shareholder primacy<\/div>\n<\/li>\n
        • \n
          The members came together in 2019 to radically redefine what they thought what a corporation was<\/div>\n<\/li>\n<\/ul>\n
          <\/div>\n
          \u2014> The new of purpose of the corporation is to promote an economy that serves all Americans<\/div>\n
            \n
          • \n
            A shift from shareholder to stakeholder capitalism<\/div>\n<\/li>\n
          • \n
            Many CEOs signed agreement including Wells Fargo<\/div>\n<\/li>\n<\/ul>\n
            <\/div>\n
            \u2014> Statement stressed commitment to all stakeholders from customers to affected communities<\/div>\n
              \n
            • \n
              Marc Benioff of Salesforce said business is about improving state of world<\/div>\n<\/li>\n
            • \n
              Larry Fink of BlackRock said that businesses must make positive benefit to society and benefit all stakeholders<\/div>\n<\/li>\n<\/ul>\n
              <\/div>\n
              \u2014> Researchers have role in making business more human<\/div>\n
              <\/div>\n

               <\/p>\n

              \"\"<\/p>\n

               <\/p>\n

              \u2014> We have special superpowers for new capabilities into organization<\/div>\n
                \n
              • \n
                We all need these powers to navigate a VUCA world<\/div>\n<\/li>\n<\/ul>\n

                 <\/p>\n

                \"\"<\/p>\n

                \u2014> Powers follow research arc of an engagement<\/div>\n
                  \n
                • \n
                  Learning: What data tells us<\/div>\n<\/li>\n
                • \n
                  Connecting: Making meaning from the data and conversations across functional areas<\/div>\n<\/li>\n
                • \n
                  Generating: What we will do with our new insights<\/div>\n<\/li>\n<\/ul>\n

                   <\/p>\n

                  \"\"<\/p>\n

                  \u2014> Gone is the myth that the future is predictable. Only thing orgs can do, is control how quickly we learn, and research helps us learn quickly<\/div>\n
                    \n
                  • \n
                    We up level the entire org, by making everyone learn<\/div>\n<\/li>\n<\/ul>\n
                    <\/div>\n
                    \u2014> Do this though deep listening, empathy, synthesis, making connections<\/div>\n
                      \n
                    • \n
                      Capabilities all people need to cultivate today<\/div>\n<\/li>\n<\/ul>\n

                       <\/p>\n

                      \"\"<\/p>\n

                      \u2014> The image represents concept of out-there vs in-here<\/div>\n
                        \n
                      • \n
                        Came up with turning research lens onto the organization itself.<\/div>\n<\/li>\n
                      • \n
                        To help us and org see reality out there, and whether it\u2019s in alignment with our internal assumptions and business objectives<\/div>\n<\/li>\n<\/ul>\n

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                        \"\"<\/p>\n

                         <\/p>\n

                        \u2014> We researchers occupy unique vantage point since we see end-to-end customer experience<\/div>\n
                          \n
                        • \n
                          This is not how organizations are typically reflected<\/div>\n<\/li>\n
                        • \n
                          They are sliced into\u00a0departments line of business, and\u00a0product areas<\/div>\n<\/li>\n<\/ul>\n
                          <\/div>\n
                          \u2014> Research is a platform for silo-busting and conversations across disciplines<\/div>\n
                          <\/div>\n

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                          \"\"<\/p>\n

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                          \u2014> I orchestrate research for cross functional organizations<\/div>\n
                            \n
                          • \n
                            People will come up to me after research workshops and they\u2019ll say it was fantastic to talk to each other, and see their perspective<\/div>\n<\/li>\n<\/ul>\n
                            <\/div>\n
                            \u2014> Allow cross-functional conversations, otherwise they don\u2019t happen<\/div>\n

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                            \"\"<\/p>\n

                            <\/div>\n
                            \u2014> Due to orgs breaking things into small parts, we don\u2019t know how it fits into a bigger whole<\/div>\n
                            <\/div>\n
                            \u2014> As researchers we see big picture, and how things are seen holistically<\/div>\n
                              \n
                            • \n
                              Since we are asking business to consider customer experience in concert with internal assumptions and decision making processes, makes the work truly powerful<\/div>\n<\/li>\n<\/ul>\n

                               <\/p>\n

                              \"\"<\/p>\n

                              \u2014> Now what? Let\u2019s start grappling with what this all means and what\u2019s in and out of alignment<\/p>\n

                               <\/p>\n

                              \"\"<\/p>\n

                              \u2014> This picture is intentionally fuzzy to convey ability to hone in on what really matters<\/div>\n
                                \n
                              • \n
                                Coined frame of \u201cExperiential Significance”<\/div>\n<\/li>\n<\/ul>\n
                                <\/div>\n
                                \u2014> Experience is this feeling when you are in the field, and something hits you as right and important, and needs to be addressed to make a difference<\/div>\n
                                  \n
                                • \n
                                  Example includes understanding the importance of how race impacts how people interact with healthcare system<\/div>\n<\/li>\n<\/ul>\n
                                  <\/div>\n
                                  \u2014> Feeling is about\u00a0\u201crightness\u201d and awareness<\/div>\n
                                    \n
                                  • \n
                                    It also gives us cool term similar to terms quantitative researchers use<\/div>\n<\/li>\n<\/ul>\n

                                     <\/p>\n

                                    \"\"<\/p>\n

                                     <\/p>\n

                                    \u2014> \u00a0When we think about learning, connecting, and generating, we can bring to research endeavor to the whole organization<\/div>\n
                                      \n
                                    • \n
                                      We all have experienced the feeling of studying one thing, and discovering a host of issues outside the work<\/div>\n<\/li>\n
                                    • \n
                                      We need to ask how organizations are designed<\/div>\n<\/li>\n<\/ul>\n

                                       <\/p>\n

                                      \"\"<\/p>\n

                                      \u2014> Need to know how levers will be pulled as a result of research,<\/div>\n
                                        \n
                                      • \n
                                        Can be studying something that calls org to re-examine where it stands on any point of org structure, such as:<\/div>\n
                                          \n
                                        • \n
                                          Strategy<\/div>\n<\/li>\n
                                        • \n
                                          Structure<\/div>\n<\/li>\n
                                        • \n
                                          Pressures<\/div>\n<\/li>\n
                                        • \n
                                          Rewards<\/div>\n<\/li>\n
                                        • \n
                                          People<\/div>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n

                                           <\/p>\n

                                          \"\"<\/p>\n

                                          \u2014> Strategy connotes business direction<\/div>\n
                                            \n
                                          • \n
                                            What do we need to do to capture competitive advantage<\/div>\n<\/li>\n<\/ul>\n

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                                            \"\"<\/p>\n

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                                            \u2014> In past example, I grabbed designers, product people and went to three cities to do ethnographic research to see how people manage their finances<\/div>\n
                                              \n
                                            • \n
                                              At the time, the business focused on budgeting tools for people in response to tools like Mint, and other fin-tech tools<\/div>\n<\/li>\n<\/ul>\n
                                              <\/div>\n
                                              \u2014> Product people designed tools\u00a0that were\u00a0complex and asked\u00a0people to put in a lot of data<\/div>\n
                                              <\/div>\n
                                              \u2014> \u00a0We kept seeing though that people weren\u2019t keeping strict budgets, \u00a0and instead they did constant tracking of money<\/div>\n
                                              \n
                                                \n
                                              • \n
                                                Online banking helped facilitated this tracking<\/div>\n<\/li>\n<\/ul>\n<\/div>\n
                                                <\/div>\n
                                                \u2014> Our research highlighted that strategic trajectory of business creating tools with a lot of input, needed to shift towards automation and ease of use, and focus on surfacing information for the customer<\/div>\n
                                                <\/div>\n

                                                 <\/p>\n

                                                \"\"<\/p>\n

                                                \u2014> Now let\u2019s talk about structure, or where location of design making power is<\/p>\n

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                                                \"\"<\/p>\n

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                                                \u2014> We had Merchant Services come to us, and ask us to reduce step businesses took for taking credit cards for small business<\/div>\n
                                                <\/div>\n
                                                \u2014> Wells Fargo was losing market share, and thought it was that application was too arduous to complete<\/div>\n
                                                  \n
                                                • \n
                                                  Mental model of competitors was radically different, i.e. just sign-up and start using the service<\/div>\n<\/li>\n<\/ul>\n
                                                  <\/div>\n
                                                  \u2014> The \u201capplication” mentality came out of rules of underwriting and risk at Wells Fargo<\/div>\n
                                                    \n
                                                  • \n
                                                    They did research with all kinds of small businesses<\/div>\n<\/li>\n
                                                  • \n
                                                    Came in and had sense making session and multi-functional group of folks, including Underwriting<\/div>\n<\/li>\n<\/ul>\n
                                                    <\/div>\n
                                                    \u2014> Underwriters treated every merchant with the \u00a0thought their credit card volume would explode<\/div>\n
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                                                    • \n
                                                      This caused them to ask lots of questions during the application process<\/div>\n<\/li>\n<\/ul>\n
                                                      <\/div>\n
                                                      \u2014> Underwriters also hoped \u201cI hope nothing bad happens\u201d<\/div>\n
                                                        \n
                                                      • \n
                                                        Few curious partners in the organization<\/div>\n<\/li>\n<\/ul>\n
                                                        <\/div>\n
                                                        \u2014> But engaging with customer data led underwriters to embrace design thinking question and reduce steps in credit card application, and being ambassador safeguards of risk<\/div>\n
                                                        <\/div>\n

                                                         <\/p>\n

                                                        \"\"<\/p>\n

                                                         <\/p>\n

                                                        \u2014> Next, let\u2019s talk about process: the flow of information and how it\u2019s supported by the business<\/p>\n

                                                         <\/p>\n

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                                                        \"\"<\/p>\n

                                                         <\/p>\n

                                                        \u2014> Example of customer journey map to digitize SBA application, which required lot of back and forth between back office workers at Wells Fargo, and the customer<\/div>\n
                                                        <\/div>\n
                                                        \u2014> Emotional up and down throughout the process<\/div>\n
                                                          \n
                                                        • \n
                                                          Research with team members and Wells Fargo employees<\/div>\n<\/li>\n<\/ul>\n
                                                          <\/div>\n
                                                          \u2014> Internal employee pain points were related and led to customer pain-points, so we went back to the product team<\/div>\n
                                                            \n
                                                          • \n
                                                            Pointed out that digitization of bad process would be insufficient, and that we needed to redesign process holistically<\/div>\n<\/li>\n<\/ul>\n
                                                            <\/div>\n
                                                            \u2014> We had to figure out how to meet MVP date with something simple for the customer, but the change was eventually embraced<\/div>\n

                                                             <\/p>\n

                                                            <\/div>\n

                                                            \"\"<\/p>\n

                                                             <\/p>\n

                                                            \u2014> Rewards: Or how incentives motivate behavior<\/div>\n
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                                                            • \n
                                                              Wells Fargo Sales Scandal is example of this, where customers received Wells Fargo products they didn\u2019t want or even knew that they had<\/div>\n<\/li>\n<\/ul>\n

                                                               <\/p>\n

                                                              \"\"<\/p>\n

                                                              \u2014> Prior to the scandal, I co-led an ethnographic study with data-science partner to understand how customers new to bank used different channels<\/div>\n
                                                                \n
                                                              • \n
                                                                Very political project, and external insights clashed with internal mental models<\/div>\n<\/li>\n<\/ul>\n
                                                                <\/div>\n
                                                                \u2014> From bank\u2019s view, the \u201cstore\u201d or bank branches were the center of the universe of the company.<\/div>\n
                                                                  \n
                                                                • \n
                                                                  We were barred from changing incentives or how branches worked<\/div>\n<\/li>\n
                                                                • \n
                                                                  Meanwhile, customers thought of Wells Fargo as just their bank, not a sales center<\/div>\n<\/li>\n<\/ul>\n
                                                                  <\/div>\n
                                                                  \u2014> All channels existed to provide services that managed finances<\/div>\n
                                                                    \n
                                                                  • \n
                                                                    We were scared to challenge sales vs. service view of the world, and had to grapple with people\u2019s mindsets before people could embrace findings<\/div>\n<\/li>\n<\/ul>\n

                                                                     <\/p>\n

                                                                    \"\"<\/p>\n

                                                                    \u2014> We wanted to avoid political trouble, so were cautious about presenting considerations<\/div>\n
                                                                      \n
                                                                    • \n
                                                                      But senior folks commissioning study kept saying findings should be more actionable<\/div>\n<\/li>\n
                                                                    • \n
                                                                      We realized business people were not interested in engaging with the issues raised by sales\/service schism<\/div>\n<\/li>\n<\/ul>\n

                                                                       <\/p>\n

                                                                      \"\"<\/p>\n

                                                                      \u2014> We had to move away from the view of bank’s service as being a cost-center<\/div>\n
                                                                      <\/div>\n
                                                                      \u2014> Said this was an issue, and had to focus on creating new conversation and hearing people speak in different ways and language<\/div>\n
                                                                      <\/div>\n

                                                                       <\/p>\n

                                                                      \"\"<\/p>\n

                                                                      \u2014> Over all of the levers described is culture<\/div>\n
                                                                      <\/div>\n
                                                                      \u2014> We need craft skills, and organizational consulting skills and having an understanding of how orgs are designed and levers that may be tripped as we go about our work<\/div>\n

                                                                       <\/p>\n

                                                                      \"\"<\/p>\n

                                                                      \u2014> We are in time of cultural revolution with the pandemic and social inequality- I believe and hope that orgs in coming years needed to ask deep questions<\/div>\n
                                                                        \n
                                                                      • \n
                                                                        Why we exist?<\/div>\n<\/li>\n
                                                                      • \n
                                                                        Who we include?<\/div>\n<\/li>\n
                                                                      • \n
                                                                        Are we benefiting all stakeholders?<\/div>\n<\/li>\n
                                                                      • \n
                                                                        Are we harming some?<\/div>\n<\/li>\n<\/ul>\n
                                                                        <\/div>\n
                                                                        \u2014> So take your seat at the table, and research will be predictive in helping the future<\/div>\n
                                                                        <\/div>\n
                                                                        \u2014> We have superpowers of listening, connecting, generating, and human-centered perspective rooted in Ubuntu<\/div>\n
                                                                        <\/div>\n
                                                                        \u2014> We are interdependent and our relationship with humans drives businesses<\/div>\n

                                                                         <\/p>\n

                                                                        \"\"<\/p>\n

                                                                        \u2014> Thank you!<\/div>\n

                                                                         <\/p>\n

                                                                        <\/div>\n
                                                                        Q&A<\/u><\/div>\n
                                                                        <\/div>\n
                                                                          \n
                                                                        1. \n
                                                                          When you are uncovering things in research that are directly against the company’s cultural norms or effigies, how did you contextualize findings to avoid tripping reflexive responses??<\/div>\n<\/li>\n<\/ol>\n
                                                                          <\/div>\n
                                                                          A: \u00a0Spend time upfront to define research goals and priorities<\/div>\n
                                                                            \n
                                                                          • \n
                                                                            Ask for all stakeholders to be in session where they explicitly state their assumptions about what they think is true<\/div>\n<\/li>\n<\/ul>\n
                                                                            <\/div>\n
                                                                            \u2014> Through exercise can pinpoint core beliefs and feed the beliefs back to people<\/div>\n
                                                                              \n
                                                                            • \n
                                                                              Have it documented<\/div>\n<\/li>\n
                                                                            • \n
                                                                              If we hear something out of alignment with assumptions, we can do comparison of what we see\/what we belive<\/div>\n<\/li>\n<\/ul>\n
                                                                              <\/div>\n
                                                                                \n
                                                                              1. \n
                                                                                I\u2019m curious how Wells Fargo signing the agreement to promote an economy for all Americans changed and trickled down to the day to day culture (if at all).<\/div>\n<\/li>\n<\/ol>\n
                                                                                <\/div>\n
                                                                                A: Like a lot of companies there is more commitment to diversity, equity, and inclusion<\/div>\n
                                                                                  \n
                                                                                • \n
                                                                                  On Enterprise council working to put action plans in place, workforce outcomes and recruiting<\/div>\n<\/li>\n
                                                                                • \n
                                                                                  Advocacy and creating culture of belonging<\/div>\n<\/li>\n<\/ul>\n
                                                                                  <\/div>\n
                                                                                  \u2014> It is happening, and are under regulatory scrutiny, and growth crap, as we work through the issue<\/div>\n
                                                                                    \n
                                                                                  • \n
                                                                                    So it is a start\/stop pattern<\/div>\n<\/li>\n<\/ul>\n","protected":false},"excerpt":{"rendered":"

                                                                                    \u2014> Excited to be hear to talk about organizational transformation and role researchers can play     \u2014> Come from academic background of organizational psychology, for user-centered design and research \u2014> Specialized in diversity, equity, and inclusion     \u2014> While doing doctoral research went to South Africa , with a focus on Diversity, Equity, […]<\/p>\n","protected":false},"author":334,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"_acf_changed":false,"_seopress_robots_primary_cat":"","_seopress_titles_title":"","_seopress_titles_desc":"","_seopress_robots_index":"","footnotes":""},"class_list":["post-2950","page","type-page","status-publish","hentry"],"acf":[],"_links":{"self":[{"href":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/wp-json\/wp\/v2\/pages\/2950","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/wp-json\/wp\/v2\/users\/334"}],"replies":[{"embeddable":true,"href":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/wp-json\/wp\/v2\/comments?post=2950"}],"version-history":[{"count":10,"href":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/wp-json\/wp\/v2\/pages\/2950\/revisions"}],"predecessor-version":[{"id":3106,"href":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/wp-json\/wp\/v2\/pages\/2950\/revisions\/3106"}],"wp:attachment":[{"href":"https:\/\/rosenfeldmedia.com\/advancing-research-2021\/wp-json\/wp\/v2\/media?parent=2950"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}