Abhii Parakh

So if you have those three things running, you'll have the engine to keep the momentum going. When we think about beliefs, right? At Prudential, we do believe that a focus on our customers and their needs and their experience will drive growth. That is the cornerstone. So you have to have the belief and it starts at the very top of the company. But you have to engage the entire company, right?

So if you have those three things running, you'll have the engine to keep the momentum going. When we think about beliefs, right? At Prudential, we do believe that a focus on our customers and their needs and their experience will drive growth. That is the cornerstone. So you have to have the belief and it starts at the very top of the company. But you have to engage the entire company, right?

So if you have those three things running, you'll have the engine to keep the momentum going. When we think about beliefs, right? At Prudential, we do believe that a focus on our customers and their needs and their experience will drive growth. That is the cornerstone. So you have to have the belief and it starts at the very top of the company. But you have to engage the entire company, right?

A big global company. So from the top of the house perspective, when we started this, we brought the top 40 leaders of the company together every six to eight weeks, right? to talk about this belief system, to talk about what our strategy would be and align everybody on a set of common goals, common initiatives that would spark this movement. The second thing we did was launch a champions program.

A big global company. So from the top of the house perspective, when we started this, we brought the top 40 leaders of the company together every six to eight weeks, right? to talk about this belief system, to talk about what our strategy would be and align everybody on a set of common goals, common initiatives that would spark this movement. The second thing we did was launch a champions program.

A big global company. So from the top of the house perspective, when we started this, we brought the top 40 leaders of the company together every six to eight weeks, right? to talk about this belief system, to talk about what our strategy would be and align everybody on a set of common goals, common initiatives that would spark this movement. The second thing we did was launch a champions program.

So this is about engaging the rest of the company. We have that top level sponsorship. How do we engage the rest of the company? Of course, a small central team is not gonna be able to do that. So we created a network of champions.

So this is about engaging the rest of the company. We have that top level sponsorship. How do we engage the rest of the company? Of course, a small central team is not gonna be able to do that. So we created a network of champions.

So this is about engaging the rest of the company. We have that top level sponsorship. How do we engage the rest of the company? Of course, a small central team is not gonna be able to do that. So we created a network of champions.

They're called the customer experience champions, hundreds of customer advocates within the company who are driving advocacy for the customer, what the customer needs are, and different ways that employees within the company can get engaged. with this movement for customer centricity. So those were the two big cultural ways that we embedded the belief around customer centricity within the company.

They're called the customer experience champions, hundreds of customer advocates within the company who are driving advocacy for the customer, what the customer needs are, and different ways that employees within the company can get engaged. with this movement for customer centricity. So those were the two big cultural ways that we embedded the belief around customer centricity within the company.

They're called the customer experience champions, hundreds of customer advocates within the company who are driving advocacy for the customer, what the customer needs are, and different ways that employees within the company can get engaged. with this movement for customer centricity. So those were the two big cultural ways that we embedded the belief around customer centricity within the company.

But then we designed rituals and artifacts too, right? So rituals like every quarter, we not only have an earnings call for external shareholders and investors, we also host an internal all employee VOC call. A voice of customer call that is attended by thousands of employees where cross-functional leaders, digital, business, service, tech, ops, sales, right? You name it.

But then we designed rituals and artifacts too, right? So rituals like every quarter, we not only have an earnings call for external shareholders and investors, we also host an internal all employee VOC call. A voice of customer call that is attended by thousands of employees where cross-functional leaders, digital, business, service, tech, ops, sales, right? You name it.

But then we designed rituals and artifacts too, right? So rituals like every quarter, we not only have an earnings call for external shareholders and investors, we also host an internal all employee VOC call. A voice of customer call that is attended by thousands of employees where cross-functional leaders, digital, business, service, tech, ops, sales, right? You name it.

They share what they're hearing from our customers. And what are we doing? What are we planning on how we're going to deliver on those needs? So we have a really good forum every quarter to do that. We also have an annual conference internally where we bring external speakers in, internal leaders. We celebrate our progress and we reinvigorate our momentum for the following year.

They share what they're hearing from our customers. And what are we doing? What are we planning on how we're going to deliver on those needs? So we have a really good forum every quarter to do that. We also have an annual conference internally where we bring external speakers in, internal leaders. We celebrate our progress and we reinvigorate our momentum for the following year.

They share what they're hearing from our customers. And what are we doing? What are we planning on how we're going to deliver on those needs? So we have a really good forum every quarter to do that. We also have an annual conference internally where we bring external speakers in, internal leaders. We celebrate our progress and we reinvigorate our momentum for the following year.

And regular monthly tactical meetings to look at feedback from customers and create strategic action plans with owners and timelines that then feeds into prioritization. So a lot of different rituals, artifacts have been put into place and a network of champions that keeps that belief alive.

And regular monthly tactical meetings to look at feedback from customers and create strategic action plans with owners and timelines that then feeds into prioritization. So a lot of different rituals, artifacts have been put into place and a network of champions that keeps that belief alive.