Jason Bloomfield

Actually, what you'll find is within different businesses or different functional areas, entirely different cultures. But the consistent thing that I have found with companies that have a great heritage to them is that pride can at times obscure a line of sight on the way forward. And some examples, when we think about one of the big plays has been going from paper to paperless.

Actually, what you'll find is within different businesses or different functional areas, entirely different cultures. But the consistent thing that I have found with companies that have a great heritage to them is that pride can at times obscure a line of sight on the way forward. And some examples, when we think about one of the big plays has been going from paper to paperless.

And there's an economic element to that for a company. If you think financial services and if you have any investments, When you first become a client, you get a huge stack of paper. When you do a transaction, you get some additional paper. At the end of the year, you get another huge stack of paper.

And there's an economic element to that for a company. If you think financial services and if you have any investments, When you first become a client, you get a huge stack of paper. When you do a transaction, you get some additional paper. At the end of the year, you get another huge stack of paper.

Now, as a business, you've got some economic incentive with rising cost of post, rising cost of material. to digitize that. But what's the value proposition? What's the value exchange for the client, for the human on the other side of this handshake?

Now, as a business, you've got some economic incentive with rising cost of post, rising cost of material. to digitize that. But what's the value proposition? What's the value exchange for the client, for the human on the other side of this handshake?

And interestingly enough, at one company I was with, most recent one, in fact, we were really struggling with adoption of this, not going above a certain percent. So I suggested to do something different. How about we ask? And it sounds almost too simple to be true, but this simple act of asking unlocked insights that surprised everyone.

And interestingly enough, at one company I was with, most recent one, in fact, we were really struggling with adoption of this, not going above a certain percent. So I suggested to do something different. How about we ask? And it sounds almost too simple to be true, but this simple act of asking unlocked insights that surprised everyone.

So the thinking going in was these are retirees and therefore they're less digitally comfortable navigating the technology. And that's the reason. And so we just need to increase training and the call center talking about it. That wasn't it at all. And what we discovered was actually people in retirement age are much more digitally comfortable than by perception you might think that they are.

So the thinking going in was these are retirees and therefore they're less digitally comfortable navigating the technology. And that's the reason. And so we just need to increase training and the call center talking about it. That wasn't it at all. And what we discovered was actually people in retirement age are much more digitally comfortable than by perception you might think that they are.

Their challenge was distrust of institutions. They had this distrust that unless they had something physical and tangible that they can put in a filing cabinet and always refer back to and see the value, they thought the company might just update the values behind the scenes and not then authentically represent what happened. So there was a trust issue.

Their challenge was distrust of institutions. They had this distrust that unless they had something physical and tangible that they can put in a filing cabinet and always refer back to and see the value, they thought the company might just update the values behind the scenes and not then authentically represent what happened. So there was a trust issue.

And so the way to overcome that would be, what if you can simply save your digital statement, just like you would, except now you don't have a bulky file cabinet. Instead, you could just save it on your laptop. Ah, light bulb goes off. Second light bulb goes off. The incentive for them, one thing that they had concern with paper were people rummaging through their mail.

And so the way to overcome that would be, what if you can simply save your digital statement, just like you would, except now you don't have a bulky file cabinet. Instead, you could just save it on your laptop. Ah, light bulb goes off. Second light bulb goes off. The incentive for them, one thing that they had concern with paper were people rummaging through their mail.

So if people are watching the mail, they might say, let me try to grab an envelope and that's my gateway to identity theft. So what they found appealing was that no one could rummage through their mail, take paper and turn that into an identity theft risk. And so that was another value proposition for them. Let me give another example.

So if people are watching the mail, they might say, let me try to grab an envelope and that's my gateway to identity theft. So what they found appealing was that no one could rummage through their mail, take paper and turn that into an identity theft risk. And so that was another value proposition for them. Let me give another example.

We were looking into more environmentally and social governance or ESG, more sustainable investment products and making those available. And we thought for sure the compelling value proposition was that You can now vote with your wallet.

We were looking into more environmentally and social governance or ESG, more sustainable investment products and making those available. And we thought for sure the compelling value proposition was that You can now vote with your wallet.

You can invest ethically if you're against munitions companies, if you're against tobacco, if you're against companies or indeed markets which don't have values aligned with your own. Now you've got alternatives. And we thought that was a strong case. I asked, can we please test this? So we did a focus group. We were dead wrong.

You can invest ethically if you're against munitions companies, if you're against tobacco, if you're against companies or indeed markets which don't have values aligned with your own. Now you've got alternatives. And we thought that was a strong case. I asked, can we please test this? So we did a focus group. We were dead wrong.