Gone in 60 Seconds Gone in 60 Seconds Justin MEYERS Julie BROWN

Gone in 60 Seconds Gone in 60 Seconds Justin MEYERS Julie BROWN
October 18, 2016 Gone in 60 Seconds Gone in 60 Seconds Justin MEYERS Research & Marketing Manager Benefit Solutions Division Mutual of Omaha Julie BROWN President Center for Strategy Research

Background Background … Mutual of Omaha
107 Year Old company headquartered in Omaha, Nebraska Mutual, so owned by our policyholders We have around 4,000 employees with most occupying office space in Omaha and Phoenix (bank operation), probably another 100 locations across the country for local insurance offices and community banks

Mutual of Omaha Individual Insurance Group Benefits Banking
CORPORATE SERVICES Customer Service | Human Resources | I/T | Marketing | Customer Insight Pre Retirement Insurance Solutions Retirement Insurance Solutions Benefit Solutions Retirement Planning Benefit Solutions Commercial Retail Mortgage Org structure and revenue generating business units Individual Insurance Group Benefits Banking Siloed existence … although that will change Product and distribution mix not necessarily supplemental to each other – businesses within businesses – and in some cases competing with each other, although that will change Marketing function within Corporate services up to this point focused on brand management, national advertising and sponsorships. A shared creative services unit – similar to internal ad agency – supports business unit marketing teams No formal research strategy at any level … although that will change

Transformational Change
Customers at the center of all we do And here is why it will change … Product and maybe distribution focused giving way to a Customer Centric strategy Insurance and Banking products

We help customers protect what they care about and achieve their financial goals.
Our new mission

For every customer… a financial future imagined, planned and secured.
Our new vision

2014 2015 2015 2016 2016 President NEW NEW Chief Marketing Officer
Senior Vice President Customer Experience 2015 NEW Vice President Customer Insights & Segmentation 2016 NEW And here is who is going to making it happen Several leadership hires in past 18 months and counting Also … new SVP Marketing Strategy and New SVP Digital Strategy reporting to CMO .. not entirely new roles, however broader responsibility and new people serving in them Vice President Innovation 2016 NEW

Meanwhile… I need to deliver for my organization
And then there is me

C B/C B Marketing Research Customer Experience Benefit Solutions
Research & Marketing Manager FTE Marketing Research Customer Experience C Employee B/C Employer B Broker/TPA Mutual And what my team supports Capabilities Audiences

Employee Benefits Portfolio
Insurance Products Value Add Services Term Life Accidental Death & Dismemberment Short-term Disability Long-term Disability Dental Critical Illness Accident Employee Assistance Program FMLA Admin Travel Assistance Will Prep Hearing Discount Program Vision Discount Program The portfolio of products and services my team supports

Research Opportunities: Brokers
Inactive Active (Ideally, with some consideration to “80/20” rule) “World at large” Awareness Market Segmentation Ad / Collateral Testing New Concept/ New Product / Value Prop Testing Wins and Losses Broker Experience/ Needs Identification (such as “Day in the Life”) Distribution Improvement Web/ call center/ etc. benchmarking Wins and Losses Satisfaction Active Broker Segmentation Ad / Collateral Testing New Concept/ New Product / Value Prop Testing Broker Experience/ Needs Identification (such as “Day in the Life”) Renewal Experience Panels & Communities Distribution Improvement Web/ call center/ etc. benchmarking Awareness Thought Leadership —Trends — Per Product And what we are being asked to do more of is research as our customer focused strategy takes root What we could learn about distributors

Research Opportunities: Employers
Prospective Client Onboard Client Ongoing “World at large” Brand Awareness Market Segmentation Ad / Collateral Testing Concept/ New Product /New Market/ Value Prop Testing Wins and Losses Web Benchmarking ER Needs Identification EE Needs Identification Wins and Losses Implementation Enrollment Satisfaction EE Segmentation ER Segmentation Internal study for client mapping Customer Journey/ Customer Experience Renewal Enrollment Satisfaction Panels & Communities Ad/ Collateral Testing Concept/ New Product /New Market/ Value Prop Testing Employer Needs Identification Employee Needs Identification Web Benchmarking Brand Awareness Social Media Analysis Competitive Intelligence Thought Leadership —Trends —Per Product What we could learn about Employers

Research Opportunities: Employees
Prospective Client Onboard Client Ongoing “World at large” Brand Awareness Social Media Analysis Competitive Intelligence Thought Leadership Trends Per Product Wins and Losses (benefits decision-making) Implementation Satisfaction EE, ER Segmentation Customer Journey/ Customer Experience Renewal Experience Panels & Communities Satisfaction Segmentation Ad/ Collateral Testing Concept/ New Product /New Market/ Value Prop Testing Needs Identification See under “Prospective” What we could learn about employees

Voice of End User – Transactional Effectiveness
Research Studies B B/C C Broker/TPA Employer Employee Voice of Partner Satisfaction Enrollment Insights And of that … selections were made that we believed aligned to business initiatives for 2016 Wins / Losses Voice of End User – Transactional Effectiveness Claims Study

2016 - Customer Experience Quote Buy Install Maintain
Expand customer experience discovery research Journey mapping | Qualitative | Quantitative | Empathy Tools And how to expand voice-of-customer activities to assist with projects and smaller enhancements

Plus, Corporate Insight Team requires 20% of my time
for qualitative phase Manager Marketer Marketer Marketer & Researcher Marketer & Researcher Researcher Researcher Loaned to new corporate CX Team Can not replace Assignment is for at least 2016 This is it folks … team of 5 plus myself 2 full time marketers focused on product and service marketing, enrollment campaigns and new social media programs 2 hybrid roles of research and marketing 1 person, for most part, focused on customer experience discovery research Oh wait, new corporate CX team forms end of 2015 and candidates are recruited for assignment Seasoned researcher – most knowledgeable in CX – borrowed for full year and can not replace her Oh by the way, corporate insight team requires about 20% of my team, mostly for traveling to research facilities to observe customer interviews Team capacity and team morale down

Now What? With corporate activities underway, trying to figure how and when Also, trying not to freak out Basically a whole lot of adversity and rather than stand still, used it as an opportunity to get even more creative And that is what I want to share with you, some ideas to help you keep your sanity And if you manage a team, how to stay positive knowing our team looks to you to understand how to act And share some options to cover the research bases when leadership is counting on you despite all this transformation change happening around us Here we go…

Invest In and Trust Your Team Leverage Non-Traditional Resources
Manage Self Invest In and Trust Your Team Leverage Non-Traditional Resources Learn What Others are Doing Join Consortia Groups Explore Secondary Research Resize Efforts Abandon Efforts Move Your Money Partner with a Research Firm Ten themes, more than ten tips … ideas with in these Note they all start with verbs, so point is to share what I did, what I took action on And my hope is one or two of these connect with you

Manage Self Invest In and Trust Your Team Leverage Non-Traditional Resources Learn What Others are Doing Join Consortia Groups Explore Secondary Research Resize Efforts Abandon Efforts Move Your Money Partner with a Research Firm In the face of organizational change… transformation at that… you need to keep your mind right

It’s Easy To Worry Strategy Replaced Team Questions
Because it would be easy to worry and wonder about things New corporate insights leader, do I keep doing research? Organizational movement, trying to keep myself and team focused, while the world is changing around us. Turning a 107 year old air craft carrier and the same time planes are landing and taking off – moving target Lots of questions from my team of where we are headed and what can we expect --- middle management pressed --- pressure bottom up and pressure top down

Why start here? Thoughts influence moods Moods influence behavior Behavior is fact and what others observe of you Most creative at top of elevator From Senn Delaney … The Mood Elevator … concept rolling out as part of Mutual’s Culture training, which is happening top-down – show your badge Why should you care? Because thoughts influence moods and moods influence our behavior and behavior is fact, which creates perceptions by others At the bottom of the mood elevator is a me mentality – I like to think the elevator is small, you’re not fun to be around At the top is creativity and collaboration and ideas – The elevator is much bigger and you can see opportunity better I got caught at the bottom a couple times, at this is coming from someone certified in Change Management Its easy to be sensitive … point is to recognize and reset to curious And actually for many us, that’s a natural researcher thing to do … as questions, lean-in rather than step away Source:

Shadow of the Leader Preach what we practice, whether we realize it or not Beacon of positivity Smart behaviors Healthy behaviors By the way, if you are leading a small team like mine or an operation, we have to be mindful of the shadow we cast Our behavior is a megaphone Switching up the traditional saying, we preach what we practice – others will do what we do, even if way say something else Those that work for me observe me at the bottom of that mood elevator too long may think its okay Smart behaviors – business thinking, analytics, fact based judgment Healthy behaviors – care about people, emotional intelligence, constructive conflict, trust – 12 behaviors – Speed of Trust Source: Source: “The Advantage: Why Organizational Health Trumps Everything Else in Business

Be Resilient, Be Creative
Get your mind right means you can preserver through change and harness your inner creativity It’s adversity … and we all measured by how we do, how we perform during the tough times not when the world is in harmony

Manage Self Invest In and Trust Your Team Leverage Non-Traditional Resources Learn What Others are Doing Join Consortia Groups Explore Secondary Research Resize Efforts Abandon Efforts Move Your Money Partner with a Research Firm

Invest In Your Team Timing of hires Recruitment Training
Manager Timing of hires Recruitment Training Marketer Marketer Marketer Marketer & Researcher Researcher Planned to hire two marketers as addition to team in ’16 Selected individuals with high aptitude for cross training Marketer & Researcher -March- Junior Researcher -June- Budget planning at Mutual occurs in August for the following year So I have guess what will happen for 12 months of one year about 5 months before the current year ends The good news is I guessed I would need to grow my team by 2 FTEs And having a chance to hire those individuals in first half of 2016, I focused recruiting on those with a high aptitude for research Unfortunately when you add people to your team, that requires more of your time as a leader for onboarding and training, so another hit to my capacity as a working manager

Invest In Your Team Customer Experience Discovery Research
Manager Customer Experience Discovery Research Marketer Marketer Marketer Marketer & Researcher Researcher Lead strategic research projects Budget Vendor Management Marketer & Researcher -March- Junior Researcher -June- So I established a formal researcher role Set expectations of researcher role to off board responsibilities I had Which gave me back some time to support Cx research Researcher

Trust Your Team Goal Roadblocks Options What/When
Be more self-sufficient Challenge was evaluating distribution of work Freed me up to focus on other things Goal Roadblocks Options Year of the Manager – which has a lot to do with the middle management pinch of getting pressure from direct reports, peers and leadership And a great thing is Mutual is investing in the management team One way they are doing that COACH course … premise is helping others become self sufficient I love it, fits my style of leading I don’t need to have all the answers, so challenge team to rethink distribution of work – who does what Grow technique – Tenured team member facilitated session take team through 4 stages of discussion” G is for goal or what is they were trying to accomplish R is for roadblocks or barriers preventing them from accomplishing goal O is for options and where they brainstorm how to over come roadblocks W is essentially the action plan, what are they going to do and when are they going to do it In addition to coming up with plan for how to distribution work, the exercise allowed them to recognize what they could directly control, what they could influence and what was gravity. They concluded organizational transformation will take some time and, just as I did, spending valuable think time fretting about it gets you nowhere fast. Rather, they challenged each other to ask what can they do in current environment? They got curious. What/When Source: Align Leadership Group, LLC

There they are … Dustin, Lauren, Sammy, Stephanie, Monika and Christy is taking the photo
I wasn’t in the room. In fact I didn’t participate in any of the GROW discussions or sessions I only empowered them to collaborate, debate and make a recommendation for how they wanted to meet the needs of the organization

They further realized…
Influence Internal Clients Project Team Members Peers Gravity Weather Regulations Org Change Control Thoughts Moods Behaviors Results In addition to coming up with a plan for how to distribute work, the exercise allowed them to recognize what they could directly control, what they could influence and what was gravity. They concluded organizational transformation will take some time and, just as I did, spending valuable thinking time fretting about it gets you nowhere fast. Rather, they challenged each other to ask what can they do in current environment?

Manage Self Invest In and Trust Your Team Leverage Non-Traditional Resources Learn What Others are Doing Join Consortia Groups Explore Secondary Research Resize Efforts Abandon Efforts Move Your Money Partner with a Research Firm How about finding others in your organization who can help … who are your non-traditional resources?

Administrative Support
Actuaries Sample Prep Data Analysis Operations Journey Mapping Administrative Support Customer Service Scheduling Sample Prep Business Analysts Interviewing Journey Mapping Human Resources Voice-of-End User Here is who I’ve tapped into and for what: Business Analysts Actuaries Operations Customer Service Human Resources

Non-Traditional Contributions
Customer Service Operations Business Analysts And here is where those folks have made contributions FTE gain, I’d estimate, was 1.5 … maybe 2 people over the course of the year so far Some people expressed interest in helping while others I learned of through collaboration meetings with my peer managers as development opportunities for their staff Actuaries

Manage Self Invest In and Trust Your Team Leverage Non-Traditional Resources Learn What Others are Doing Join Consortia Groups Explore Secondary Research Resize Efforts Abandon Efforts Move Your Money Partner with a Research Firm Mutual is a big place … it’s basically a small town with a population of about 4,000 people situated on a 2 city block campus So the probability of shared interest in research techniques is high So, embracing our new values of breaking down silos, I got curious

Get Curious and Collaborate
UX Designers I/T Developers New Corporate Capabilities My Borrowed FTE Individual Insurance Group Benefits CORPORATE SERVICES Customer Service | Human Resources | I/T | Marketing | Customer Insight 6 Market Researchers IFS Marketing Intelligence Team Benefit Solutions Behavioral Economics Retirement Plans Marketing Team And started started some new conversations What are we doing to connect with Individual Insurance team tasked with research Monthly pow-wows – no management, only researchers getting together to talk shop Describe what individual team does – concept testing for direct to consumer, expanding reach to guide product development Our retirement plans marketing team is experimenting with behavioral economics And then there is the new and evolving corporate capabilities

Start a Community of Practice
Like Minded Common Interest Team Up Management level group coming together as well through a community of practice Who is working with who How can we make the most of our resources Market Researcher role – heavy lifting done Discounts for training Cost avoidance – oh wait, you already work with them

Establish a Research Repository
Several teams across our organization producing research And others who are a conduit for receiving published research Building one online storage facility to corral insights And we are working on a shared repository of research study results

Mutual of Omaha Insurance Carrier H Insurance Carrier B Insurance Carrier G Insurance Carrier C What consortia studies look like You And peers Sharing the cost to commission primary research performed by 3rd party For insurance, we have an organization called LIMRA Carriers like us pay a membership fee, which entitles company employees to LIMRA’s online research library Further provides access to work study committees – I’m on one for Customer Experience, my boss for Enrollment Insurance Carrier F Insurance Carrier D Insurance Carrier E

Consortia Groups - Pros
Cost Saving Less internal staff time Get started if you aren’t quite sure what you want to learn Don’t want brand singled out as sponsor Benchmark performance Pros Cost savings, perhaps 20% to 50% less paying for full sponsorship Less internal staff time, more of a subject matter expert role to represent interests in research, guide it to a degree Not a bad place to start if you aren’t quite sure what you want to learn Cons Everyone gets the results, level playing field at least for having same market insight Getting agreement on questionnaire or interview guides – those paying get a say, can drag out project timeline Can lead to trade-offs and compromises Examples where we’ve used this approach Enrollment stimuli – GenRe (reinsurer) and Spring Consulting -- $25,000, 10 hours of FTE Broker Study – LIMRA - $0, 20 hours of FTE

Consortia Groups - Cons
Getting agreement on questionnaire Trade-offs and compromises Competitive position Everyone gets the results | Not for public use Pros Cost savings, perhaps 20% to 50% less paying for full sponsorship Less internal staff time, more of a subject matter expert role to represent interests in research, guide it to a degree Not a bad place to start if you aren’t quite sure what you want to learn Cons Everyone gets the results, level playing field at least for having same market insight Getting agreement on questionnaire or interview guides – those paying get a say, can drag out project timeline Can lead to trade-offs and compromises Examples where we’ve used this approach Enrollment stimuli – GenRe (reinsurer) and Spring Consulting -- $25,000, 10 hours of FTE Broker Study – LIMRA - $0, 20 hours of FTE

Where we got help And here is where we got help

My competitors have bigger budgets

Explore secondary research
Competitors studies Marketing version – practice leadership content, so not getting data to make own conclusions and that’s okay Honestly, its great work and we take advantage of it to augment or supplement what we are already doing

Explore secondary research
And it doesn’t have to be direct competitors, perhaps other players in your industry For me, larger employer benefit broker firms do similar research in the light of practice leadership The one on right from Gallagher offers option to purchase data $650 CEB is …

Wins / Losses to Attrition
Doing Both - Scope Attrition Focus - Scope Why do we win New to Mutual Renewals Why do we lose cases Did not pick Mutual Did not stay with Mutual Alignment to business strategy – fit? Discovered obstacles Why do customers leave? Alignment to business strategy and immediate insight needed Data quality

Community to Advisory Board
Community - Scope Panel - Scope Remember my borrowed resource, she was going to manage experience Platform would connect to our secure client site Self-service approach; engage as much as you want; reward platform On-going community management; practice-leadership content; research topics Longitudinal study managed by CSR, so outsourced labor Panel approach to recruit 100 clients (back-end of satisfaction study) and leverage CSR process, so acquired new capabilities Periodic check-ins to gauge satisfaction and gather intel on time sensitive topics No I/T

Expectations Study Evaluate capability categories How important relative to capability features Insight gathered informed research plan

Broker Study Free Current Channels Sponsor Support

Get creative with funds
Prepay Fiscal Year Down Payment Insource Advisory dollars, where we execute Move Shift from one budget code to another

Manage Self Invest In and Trust Your Team Leverage Non-Traditional Resources Learn What Others are Doing Join Consortia Groups Explore Secondary Research Resize Efforts Abandon Efforts Move Your Money Partner with a Research Firm Justin --- WHY … a little background – why CSR

Collaborative Planning
Connected Thinking JUSTIN -- Find a research partner that has your best interests in mind; collaborative planning and connected thinking for outsourced efforts – insert CSR – and why / how this has helped us get the most out of our research dollars. Speed factor, you know our business, you know us. Transition to Julie .. Julie will take a few minutes to talk about how this works and works well from partner.

Found ways to maximize learnings across studies
1 + > 2 JULIE Every research partner is aware that clients retain multiple vendors, which can be appropriate if you are looking for specific capabilities and strengths, because not every firm is good at everything. But, one thing we have found is that the ability to provide this connected thinking is enhanced when you are one of a few partners. As an example, in the past couple years we have worked with Mutual on several initiatives. Three of the most critical have been: Client satisfaction Market expectations Client advisory board Explain satisfaction, expectations and advisory board and economies of scale. Key points: satisfaction is clients and branded; Expectations was mostly non-clients and not branded; Advisory is clients recruited from satisfaction (primarily) Satisfaction paved the way for others by asking for recruits, which saved time and money on recruiting for CAB in particular, but also Expectations (we knew who was inclined to ppate) Added knowledge, insight in comparing customer responses across multiple survey types, channels, topics In addition, we know what we knew: more value out of sat, insights and advisory board because we don’t take valuable audience time explaining opportunities, strengths, weaknesses already discussed in other studies Leverage of time, money, knowledge leads to the sum being greater than the total of the parts: 1+1 is more than 2 Leverage – no fulcrum, not see saw Balance … priority Satisfaction Expectations Advisory Board

Overall, how satisfied are you with Mutual of Omaha as a provider?
Overall, how likely are you to recommend [CARRIER NAME] as a carrier of group insurance to others? Expectations Thinking about your interactions with Mutual of Omaha, how likely are you to recommend Mutual of Omaha to a friend or colleague? How satisfied are you with your overall relationship with [CARRIER NAME]? Satisfaction Overall, how satisfied are you with Mutual of Omaha as a provider? JULIE Asked similar questions between sat and insights studies to enhance knowledge and comparability—discovered several interesting findings about satisfaction and distribution strategy once seen in larger context. Here are two very common examples. Asking multiple times in multiple studies in same way with different audiences at different times --- gets much more context, insight 2 – how satisfied comes together 2 – recommends together

Client Advisory Board A panel model to check in with the same customers over time Periodic short surveys and in-depth interviews to gauge satisfaction, evaluate interactions and gather perspective on time-sensitive topics Categorize, store, and analyze thousands of data points CAB on ongoing basis will save time and money on recruiting, allow for quick, efficient feedback through adhoc and planned studies Recruitment CX Discovery through variety of methods Quantitative -- regular, periodic short online surveys Less frequent, but still multiple, in-depth interviews over the course of a year Some planned after known events (enrollment, annual planning) Some ad-hoc (message testing, Web improvement testing, etc.) All warehoused Allows for both current time and longitudinal “over time” analysis All intended to capture VOC in measurable ways that can be leveraged for multiple uses

Let’s do some focus groups so I can see customer reaction to an idea
JULIE “Let’s do some focus groups so I can see client reaction to an idea” Am I right? Has this happened to you, your colleagues, clients? But, What you want them to say is…

I have this business problem, what’s the best research approach to find the solution?
JULIE … “I have this business problem, what’s the best research approach to find the solution?”

What is problem you are trying to solve?
Trust Orders Seminars Tactic JULIE So, one of our goals, as your research partner, is to help the research department move from what we might call order taking to what we might call Consulting What we all want is to change the environment. You don’t want your answer to be “okay, what cities?” You want the ability to respond with ”What is the problem you are trying to solve?” Resist the urge to fill orders …. CLICK for ghostbusters sign to cover up Tactic CLICK for TRUST – So, one of the important things we try to bring is perspective and experience. Our senior management team at CSR has over 50 years of cumulative experience, across all kinds of businesses, problems, and possible research solutions. It’s very difficult for an internal research team to develop that kind of expertise. So, what that allows us to do is…provide an environment of trust. Justin and his team members know that if it doesn’t smell right, they expect us to call them out on it. One goal is to help your client mange time, quality and resources-- not forgetting that CSR is part of that equation Understanding your customer and what they are up against Awareness of limited resources, so provide options to solve CLICK for SEMINAR – CSR has actually conducted seminars for client team members on their site as to “how to be a good consultant”.

Mutual of Omaha Individual Insurance Group Benefits Banking
CORPORATE SERVICES Customer Service | Human Resources | I/T | Marketing | Customer Insight Pre Retirement Insurance Solutions Retirement Insurance Solutions Benefit Solutions Retirement Planning Benefit Solutions Commercial Retail Mortgage JULIE And, just to give another example of the benefits of connected thinking and close collaboration. This is the Mutual Org Structure that Justin displayed earlier. As we have grown our relationship with Mutual, we have developed a much better understanding of the organization, how it works, who is involved with what, what org “silos” are being brought down, and the internal structure and culture of the company. May I use the word “Politics?” This is certainly not limited to Mutual of Omaha and their transformational change. I’ve seen all kinds and all flavors … But the point is, building a close relationship between client and research partner means understanding what any transformation means to the organization

The way to become rich is to put all your eggs in one basket and then watch that basket.
--- Andrew Carnegie JULIE In summary, concentrating work with a smaller number of research companies: Helps those companies enhance their understanding of how research fits into the organization, who is affected by outcomes, the reasons behind resistance to research findings, and provide consistency, comparability ,and ultimately more insight across studies Many clients fear concentrating work for lots of good reasons, but from a research partner standpoint, it is a lot easier to help solve problems, be creative, and understand nuances when you are 1 of 4 than when you are 1 of 40

Have FUN! Julie: A long time ago I read “Never Eat Alone”by Keith Ferazzi and he impressed me with the power of getting to know your clients well Part of my personality is to get to know a few people well, rather than lots of people not as well So, it’s fun for me to remember that Justin likes craft beer, another of my clients is a musical theater devotee, and another goes to the US Open every year, and talk about those kinds of things, it adds a different dimension to the 4-letter word “work” This in turn has had an influence on our approach, where, at CSR, the person with the shortest tenure has been with us for over 15 years! When your team members have worked with you for so long, it’s natural to develop client team relationships that are built to last

Leverage Non-Traditional Resources Learn What Others are Doing
Manage Self Invest in Your Team Leverage Non-Traditional Resources Learn What Others are Doing Join Consortia Groups Explore Secondary Research Resize Efforts Abandon Efforts Move Your Money Partner with a Research Firm JULIE So in summary .. Justin stepped through several ideas on how he was resilient in the face of organizational change. --- Personally, I found many of his ideas about managing self and teammates very insightful and helpful And I hope some of the ideas we’ve presented about connected thinking and collaborative approaches have been useful as well

Be Resilient, Be Creative
JULIE So, what that means is: Partners have to be creative: some times it takes multiple iterations and options to look at, think about an issue before you even start an “engagement” We have to be resilient: understand that sometimes the best way to address an issue is not a stand-alone research engagement We can’t be.. afraid to talk it through … play out scenarios … trade offs A real life example of this from CSR’s point of view: We were first approached by Mutual a few years ago to propose on the Customer Sat work Mutual had not done much Sat work prior to this so our proposed approach took that into account Mutual did not feel that our approach was what they wanted, so they did not award us the project When we learned that, we immediately called and re-proposed with a different approach This flexibility and timely response helped swing the engagement our way This led to a deeper relationship and there you see us now But had we not been resilient and taken immediate action, we wouldn’t be here today! And then from Mutual’s POV: Justin talked about all the org changes, which I am sure many or all of you can empathize with, we are all dealing with a lot of change. And all the effects of the changes on his team, such as resources gone in 60 seconds, new customer focused strategy, demands from different forces, can strain any research team, regardless of size. With a clear mind, the right attitude and some help from a research partner like CSR, Justin has found ways to be more resilient and found ways to deliver for his organization. We hope you have been able to glean a few nuggets and ideas that will help you as you deal with change within your organization. Does anyone have any comments or questions?

Thank you!

Gone in 60 Seconds Gone in 60 Seconds Justin MEYERS Julie BROWN

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