Abhii Parakh

We found that we were measuring our experience with customers in many different ways, pretty inconsistent across the board. So again, apples and oranges and how things were and very hard to get a full consistent picture across the board. We had some basic capabilities, right?

We found that we were measuring our experience with customers in many different ways, pretty inconsistent across the board. So again, apples and oranges and how things were and very hard to get a full consistent picture across the board. We had some basic capabilities, right?

But we didn't have direct access to our customers to co-create with them and see what they wanted from us, but also predict what they might need. So there were pockets of goodness. There were areas where it was working, but it wasn't homogenous. It wasn't consistent, especially globally. So our measurement was inconsistent, right? But part of that was also because our incentive model

But we didn't have direct access to our customers to co-create with them and see what they wanted from us, but also predict what they might need. So there were pockets of goodness. There were areas where it was working, but it wasn't homogenous. It wasn't consistent, especially globally. So our measurement was inconsistent, right? But part of that was also because our incentive model

But we didn't have direct access to our customers to co-create with them and see what they wanted from us, but also predict what they might need. So there were pockets of goodness. There were areas where it was working, but it wasn't homogenous. It wasn't consistent, especially globally. So our measurement was inconsistent, right? But part of that was also because our incentive model

was unclear, right? It was unclear why you would focus on customer experience. And then all of that together, I think, was a little bit of shaky confidence because we weren't sure where we stood on customer experience.

was unclear, right? It was unclear why you would focus on customer experience. And then all of that together, I think, was a little bit of shaky confidence because we weren't sure where we stood on customer experience.

was unclear, right? It was unclear why you would focus on customer experience. And then all of that together, I think, was a little bit of shaky confidence because we weren't sure where we stood on customer experience.

So Prudential is a 150-year-old company, like you said. We provide life insurance and retirement security and advice to 50 million customers across 50 countries globally. So we're huge. We're also a top 10 asset manager, which is not a very popularly known fact. So we manage wealth for huge organizations, governments, We have a lot of clients across the world that invest with Prudential.

So Prudential is a 150-year-old company, like you said. We provide life insurance and retirement security and advice to 50 million customers across 50 countries globally. So we're huge. We're also a top 10 asset manager, which is not a very popularly known fact. So we manage wealth for huge organizations, governments, We have a lot of clients across the world that invest with Prudential.

So Prudential is a 150-year-old company, like you said. We provide life insurance and retirement security and advice to 50 million customers across 50 countries globally. So we're huge. We're also a top 10 asset manager, which is not a very popularly known fact. So we manage wealth for huge organizations, governments, We have a lot of clients across the world that invest with Prudential.

So leading customer experience in Prudential, we create experiences that meet customer needs and business objectives. Our customers are defined as not just our end customers, but also our advisors, intermediaries, and brokers that help us distribute our products. to our customers, and then ultimately the clients from an institutional perspective that we work with as well.

So leading customer experience in Prudential, we create experiences that meet customer needs and business objectives. Our customers are defined as not just our end customers, but also our advisors, intermediaries, and brokers that help us distribute our products. to our customers, and then ultimately the clients from an institutional perspective that we work with as well.

So leading customer experience in Prudential, we create experiences that meet customer needs and business objectives. Our customers are defined as not just our end customers, but also our advisors, intermediaries, and brokers that help us distribute our products. to our customers, and then ultimately the clients from an institutional perspective that we work with as well.

So for example, group insurance would have employers that we consider our customers, our clients, but we also look at the employees of those employers as being our customers. So pretty nuanced and complicated, multi-layered stakeholders. Mm-hmm. So that's the first part of your question is how big Prudential is. A pretty big, global and complex organization.

So for example, group insurance would have employers that we consider our customers, our clients, but we also look at the employees of those employers as being our customers. So pretty nuanced and complicated, multi-layered stakeholders. Mm-hmm. So that's the first part of your question is how big Prudential is. A pretty big, global and complex organization.

So for example, group insurance would have employers that we consider our customers, our clients, but we also look at the employees of those employers as being our customers. So pretty nuanced and complicated, multi-layered stakeholders. Mm-hmm. So that's the first part of your question is how big Prudential is. A pretty big, global and complex organization.

In such a large organization, you can't do it centrally, right? Of course, you can spark the fire. Because our transformation has always been about embedding customer centricity into the DNA of the company, how we work, how we make decisions and so forth. Culture is made up of beliefs, of rituals and artifacts. Right.

In such a large organization, you can't do it centrally, right? Of course, you can spark the fire. Because our transformation has always been about embedding customer centricity into the DNA of the company, how we work, how we make decisions and so forth. Culture is made up of beliefs, of rituals and artifacts. Right.

In such a large organization, you can't do it centrally, right? Of course, you can spark the fire. Because our transformation has always been about embedding customer centricity into the DNA of the company, how we work, how we make decisions and so forth. Culture is made up of beliefs, of rituals and artifacts. Right.