Jonny Adams
speaker
254 appearances
11 recordings
1 series
first heard May 2024
last heard 16 Jan
Jonny Adams’s voice in public audio — every appearance, attributed to the second.
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recordings per month · last 12 monthsRecordings per month over the last 12 months — 1 in all, peaking in Jan 2026 with 1.
Appearances
And most organizations, when they make a mishire, they always go, wow, they weren't good enough anyway. And then they point a finger at them. But we always say, well, how many fingers are pointing back at you? And there's always the three that are pointing back at you, which is important to actually understand. It's probably the way that you've hired and ill practice and focus.
And that comes on to like the next question, really. And we're talking about the importance of leadership to drive that, you know, customer centric approach. But when we think about that and then wrapping around a cultural element towards it, you're alluding to some of those practices and principles. I love the fact that you talk about the why, the what, the when.
And, you know, you were challenging a bit there, Matt, about the how. And you've come up with some great frameworks. But from your experience, how do you sort of build the culture of a customer-centric approach through the leadership? Remember, that's the lens that we want to talk about. But how do you build that culture in an organization from your role?
With the point of view of you describing how Trilogy is set up, I really think those are some phenomenal points. You know, the fact that you're working together with the client to create that customer set. And Matt, we've heard that from other guests in the past, which is phenomenal. Just a brief response and summary on this point. When it hasn't worked, what does it look like?
I want to know what does the feeling feel like when there's a lack of trust? leadership that's really binding around that customer center I would imagine in your illustrious career you might have seen when it hasn't worked that well what but what's the feeling like in an organization when it doesn't work so well
That was so 2012, by the way. It's changed. We're not in that.
Do you know the outcome of the case? Did they all see you get laughed out of court?
So where did you go to find the image? That's the question.
Not on that point. I was curious about that last point. And I suppose it's a really hot topic for anyone involved in a growth role, whether that's, you know, marketing, sales, consultancy, whatever that may be, customer success. When you think about that job piece, not naming names, if we think about a CEO, the last sort of 10 years in software has surfaced has been growth at all costs.
So they would pretty much do anything to get to where they need to get to, especially their VC bags. It's like quite aggressive. Right. Do you think that a CEO and those types of C-suite actually will continue to think about growth at all costs at the absence of job losses at maybe sort of, may I say, middle to lower tier?
Or do you think that actually there's going to be some of that ethical sort of input where actually, you know, common guys that you've got to not worry too much about growth and actually go think about the society and the people within your function? Do you have a theme or a trend that people are talking about? Or maybe it's a bit too early. I'm not too sure.
Yes, of course.
Is it a language pattern that creates fear in the current sort of market of job employment where, you know, job cuts or is it, you know, are people being redeployed well enough? You know, it has to come in one hand that I get the efficiency model because I'm trying to sit there if I was a CEO and think, well, I've got the pressure of the board, I've got the pressure of investors. Do you know what?
I'm five years away from exiting and going to retire. Yeah. Would I go for it? You know, would I would I cut headcount and use some type of really because that's what everyone's telling me is that AI is going to solve my efficiency problems. I don't know. I've been noodling on that one. And I guess that I don't know which way people would turn.
Does that need an AI model to just work?
I'm really curious. And we've talked about AI, I say that as a general term, not today, but in every space that I can even think of. And what's beyond AI? And I know you think about that and talk about that a lot. But, you know, even past all of this, what's the next thing? Do you have an indication or a hypothesis around that? Is that a fair question to ask?
I don't need to fear anything. I can feel quite confident that we're going to be okay.
Yeah, I mean, I think I take your last point. I'm going to capture the opportunity, you know, and thank you for shooting today. Yeah, I feel a bit more calm in the circumstances. So thank you so much for sharing some great insights today.
Really like this first principle. When we're thinking about leadership, who are you recruiting into that role? And do they have the capacity and the capability to be successful? Also thinking about that ability to role model. So that is leadership is everything is principle one.
First of all, do you have data? Do you have quantitative data that can give you some insight? And we live in the world of overindulgence in information. That information needs to be valid. So let's check the validity of that. That is just one story. That's the important part of what we're saying here is people versus metrics.
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