Balancing AI and Human Creativity

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The topics and opinions expressed on the
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Any questions or common should be directed
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choosing W four WN Radio. This
is Beyond Confidence with your host W Park.

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Do you want to live a more
fulfilling life? Do you want to

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live your legacy and achieve your personal, professional, and financial goals? Well?

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Coming up on dvparks Beyond Confidence,
you will hear real stories of leaders,

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entrepreneurs, and achievers who have stepped
into discomfort, shattered their status quo,

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and are living the life they want. You will learn how relationships are

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the key to achieving your aspirations and
financial goals. Moving your career business forward

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does not have to happen at the
expense of your personal or family life,

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or vice versa. Learn more at
wwdas Don't Divpark dot com and you can

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connect with divnt contact at divpark dot
com. This is beyond confidence and now

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here's your host, div Park.
Good morning listeners. It's wonderful to be

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here. It's Tuesday morning, and
it's always a delight to be because you

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have such a beautiful perspective and you
share your stories. So I want to

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invite each and every one of you
to continue with the Kindness Circle because kindness

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is something that can transcend any negativity, and kindness also brings love and gratitude.

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So keep on sharing and spreading it. And for those of you who

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got our books Expert to Influencer and
The Entrepreneur's Garden, we thank you from

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our heart because you're not only helping
us help you get transformed, but you're

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also helping us help the entrepreneurs because
partial profits from the book sales go to

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Kiwa dot org, where we're helping
entrepreneurs all across the globe. So let's

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bring in our guest, Malcolm Hunter. Hello, Divia. So Hunter,

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usually we begin from childhood. Do
you recall a moment or a person who

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left a positive mark on you?
Well, I always tell the story of

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my father. I was born in
a relatively poor part of the UK,

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the Northeast, which was coal mining
and iron ore and a lot of unemployment

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and economic distress. I went to
university, luckily enough, and I studied

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economics, and the economics department was
a little bit socialist, a little bit

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left wing, and I would absorb
all of that. And then my father

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one day took me to the window
of our house. We lived in a

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rough part of town, and he
pointed out some vagrance on the street and

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he said, Sony said, those
people think the way that your professors think.

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They want everybody to be equal,
and they'll drag you down to their

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level in order to get there.
And he wasn't an edicated man, he

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was but a very very hard worker
as a seaman, and he spent his

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life at sea, away from home
a lot of time. But he was

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very clear thinking about what was right, about the benefits of hard work,

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about the climbing up the ladder through
your own efforts. So that's that's my

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guiding childhood memory. Very powerful because
that can help you continuously toward your life.

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So what was it about economics that
drew you? Well? Economics is

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the science of human thriving, and
so an understanding of economics is helpful for

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bringing benefit at every level, whether
you're working in a corporation, whether you're

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thinking about policy, whether you want
to help others all over the world.

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Economics is the basis of that.
It's actually the basis of civilization. The

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concept of economics is that we're all
striving to be better, to create something

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better, to advance. And that's
the genius of consumers. I always say,

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however brilliant the technology that's delivered to
them, they are always going to

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say, well, I think things
could be better. They don't know exactly

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how, but they have that instinct. So that idea of betterment, everyone

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striving to get to a better place
comes together in economics, where we all

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collaborate to do that advances us as
a civilization. So at a very high

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level, economics is civilization. And
then at an applied level, it becomes

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marketing, it becomes engineering, it
becomes whatever we apply it to. Well,

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that's very powerful and in a very
beautiful way that you have captured it.

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That it is the science of humanity
driving despite the challenges. So tell

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us about your journey as you completed
your college. I know you've been in

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different companies and you are teaching.
You have a very impressive background. So

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what was the first stop in your
journey? Well, I was lucky enough

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after graduating college to join Procter and
Gamble in the UK. It's an American

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company. They had a UK office
and I joined the marketing department, which

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was a broke of good fortune.
I didn't really understand much about marketing before

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joining them, but that there was
another guiding principle that I learned. And

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Procter and Gamble is a marketing company
because they put the customer first. Our

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CEO is to say the customer is
the boss, which is a very very

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powerful idea that if we understand customers
they're striving for betterment, which you just

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talked about, then we can deliver
the products and services and get the rewards

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of the marketplace for doing so.
So we always I was in an area

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that was that was marketing soaps and
detergents. My boss was Mom, So

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my job was to understand Mom as
best that I possibly could. So you

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think of mom running a household.
She's the center of very complex systems.

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She's got to get the kids to
school and get them educated, a get

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a husband to work if that's the
nature of the household, or she's got

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to work and balance all the other
things going on the household. She operates

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a very very complex system. If
we were to gain her confidence, we

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had to provide things for that system
that would fit in things she needs and

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improve what she's got right now.
So fit in and contribute. So we

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always thought about that. So detergent
makes shirts white, and that makes the

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laundry smell nice. But what Mom
gets out of that is a pride of

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being a good mom that she can
send our kids after school looking great,

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her husband looks well turned out,
she herself feels confident about running the home.

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Now, you've got to remember i'm
talking back in the sixties here.

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That sounds a bit sort of like
that. But my point is to understand

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the consumers system. That's what I
learned, and the core skill there in

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business is empathy. It's trying to
feel or understand how the customer is feeling

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and turning that into products and services
and innovation. So Pucker Gamble back then

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and is still a leader in that
space, understands that idea of the consumer

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comes first. Empathy for the consumer
is the key business skill and letting the

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consumer judge is the nature of business. So I took that through a lot

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of subsequent places in corporate America.
I joined a consulting company. I eventually

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set up my own consulting company to
take that kind of insight forward. So

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we call it branding building brands.
A brand is an intellectual property asset that

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has the confidence of the customer,
the confidence of the consumer. And then

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one of the interesting places it went
was global branding. So we tried to

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build global brands for our clients that
had some consistent merit and appeal and representation

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worldwide. A lot of things had
to be localized to the local culture,

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to the local people, to the
local markets. I mean absolutely, yeah,

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No, that's really really good.
What you sad here is that that

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technology changes. Things change, and
as you mentioned that, you know what

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was in the sixties, it's a
different today for women. But that said,

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women is usually like you know,
and it can be men also,

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But if you were to look at
the majority still, women can be at

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the center of full very complex system. You know, she could be impeccably

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dressed, as we see in a
lot of TV commercials, step out of

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that minivent be two and a half
kids, and she can cook and fabulous

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dinner, she can go to work
and at the same time help her helpless

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husband put on the bike chain on
that little Bobby's twind. So things have

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changed. And so what is looking
is that understanding the consumer. That is

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such a true and time tested principle. So that is very powerful that when

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you understand your customer, then you're
serving them. It's not about you or

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your product, it's about customer.
So that was a very powerful principle.

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So you became a chief marketing officer. And as our audience is listening and

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viewing, let's, you know,
explore a couple of examples. Let's say

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if it was a startup company,
how do they need to go about building

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that global brand? Well, first, is the customer understanding. It's b

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to be the business customer If it's
B. Two, see the consumer.

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So that level of understanding is the
difference. It's the it's the way that

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one company creates an advantage or a
superiority over another. Now today we have

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a lot of data to do that, which is behavioral data. So back

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in the time when I was talking
about Proctor and Gamble, we had survey

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data, we ask people questions and
then we tried to derive decisions from that.

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But today we've got data driven decisions
and those are much better because we're

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looking at actual behavior. What did
the customer buy, what did they click

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on, what did the brows?
What are the other things in their life?

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We know all of that. We
have data, and then now we

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have analytical tools, machine learning and
now AI to turn that into patterns from

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which we can deduce what that customer
them a fields, you know they call

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them avatars now or avatar Yeah exactly, that's all right, yeah, customer

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journey mapping, yeah, yeah,
all of that. But it's wonderful because

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we can understand the behavior of the
customers which reveals their their preferences, and

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we can project those into the future
a little bit. And then the second

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piece is trust, which is a
little bit different than it was back in

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the early days, but digital marketing
today has created enormous levels of trust.

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When you think about Amazon, you
click on the button and you trust that

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the product is as it's described.
It's going to be delivered in time.

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It might be delivered my door might
be delivered in two hours, but I

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trust that system and really Digital marketing
today has generated an awful lot of trust.

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Not the same as social media,
which is being distrusted now, so

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that's a different development. But digital
marketing, digital operations, digital delivery has

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become very trustworthy and I think that's
a great testament to the people who are

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running businesses. So I'd say,
understand your customer, develop that trust,

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and then the uniqueness is not so
much in the products because technology advance is

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so fast that everything can be copied. It's in the relationship. It's in

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the relationship with the customer that continues
over time, goes back and forth many

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times, and the same thing as
we all said about brands. You keep

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your promise, and you keep your
promise every time, and you keep it

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with precision, and that's how you
build a company. I think, yeah,

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and I'm very powerful. Some really
great nuggets over there. Now that's

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said. You know, you definitely
talk about capitalism, and a lot of

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people have this notion that, oh, capitalism is bad and there's a negative

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connotation to it. So can you
take us through the journey as to there

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used to be a golden age and
then there has been a decline, and

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how can we turn it round?
Yes, So, as you know,

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I just co wrote a book called
Aberrant Capitalism. Was trying to capture that

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idea, and it's written from the
point of view being a fan of capitalism.

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If you look at the objective facts, capitalism has raised the well being

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as measured by per capita GDP or
any other measure that you care to make

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worldwide, for millions and millions of
people over hundreds of years. So writing

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is a fan of capitalism. We
looked at the corporation as the great implementer

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of capitalist systems and the Golden Age
I referred to as kind of the second

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half of the nineteenth century, the
eighteen hundreds, and we had great entrepreneurs,

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individuals who created new products, new
distribution systems, new marketing systems to

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improve people's lives. And my favorite
is John D. Rockefeller of Standard Oil.

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He's portrayed as one of the robber
barons, you know, the exploitative

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capitalism, and the opposite is true. He talked about kerosene, which is

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the product that he refined from oil, as the civilizer. The same point

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I was trying to make earlier,
that it brought light to people's homes that

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let them play with their kids at
night and let them work later in the

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barn when that hadn't been possible.
That he was advancing civilization. The product

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got better and better, got cheaper
and cheaper, more and more people could

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afford it. Before his time,
candles were very expensive, and they were

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afforded in rich homes, but not
in poor homes, not in the farmers,

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not out in the countryside. So
here's a great example of a civilizer.

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So that was an entrepreneurial age,
and we talked about many others,

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the Henry Crowle of Quaker Oats and
Richard Sears of Sears Roebuck. But then

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the entrepreneurs left, died or were
no longer in the companies in the early

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part of the twentieth century, and
so it became managerial. And managerial capitalism

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was positive to begin with. That's
when we started to develop brands. The

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company I talked about Pructor and Gamble
invented brand management in the nineteen thirties,

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and so those are all positives,
but gradually over time it became controlling,

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command and control management. And that's
the opposite of entrepreneurship. Entrepreneurship is creative,

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it's exploratory, it's always looking for
new things. Command and control is

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trying to be predictable and steady and
cut out all of the variations. So

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it's not creative, it's the opposite. It became bureaucratic, and so companies

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became relatively less efficient. It became
central planning, and a lot of that

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happened during the Two World Wars when
we had a war economy and everything was

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centrally planned. And then in the
late twentieth century it became financialization, where

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the very goal of the corporation to
serve customers make their lives better, became

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secondary to maximizing shareholder value. So
the financial sector, not the private sector,

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was calling the tunes, was telling
customers, telling companies how they could

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operate. So we look at the
twentieth centuries kind of this decline. There

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were still great products, made great
advances, made technology advances on its own,

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irrespective of the corporations, and so
capitalism is still positive. But we

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had this contamination, this entropy,
as we call it in the book,

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through the twentieth century. The interesting
thing is in the twenty first century we

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have the opportunity to go back to
customer control. The great business models now

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directly connected to the custom the customers
the boss again, and what the customer

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does directs what the corporations are going
to construct and going to develop. And

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I think that bureaucracy will tend to
go away, it will tend to be

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automated. The human component, the
creativity, the empathy will accelerate, It'll

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become better because of the data streams
that we have. And so I feel

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very confident about the twenty first century
from a consumer and customer capitalism standpoint.

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So we look upon it as the
golden age, the descent into managerialism,

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and now we're rising out of it. That's it in a nutshell, No,

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that is very powerful. So here's
the thing. As an execative leadership

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coach amongst a couple of my other
businesses, several of the things have emerged.

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When I am coaching my clients.
A lot of my clients still come

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and say that my bosses are toxic. Now amongst these bosses the type of

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where we talk about the authoritarian leadership. It's including both men and women and

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bringing that command and control, like
whether it's women to women, women to

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guys or boys, men leaders to
women, or men leaders to men or

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whatever. It is doesn't matter like
you know, what the gender is,

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what the race is, what the
mix is. It's something as people progress,

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a lot of them identify with the
titles, and as that intify with

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the titles, there is a little
bit of ego battle coming in. And

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that ego because I said so and
so many times. What happens is that

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they are very well liked by the
leadership team, and yet they're completely different

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with their direct reports. So if
it's a situation like this, as you

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talked about, yes, the creativity
is coming in, what would be your

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guidance to people who are in that
place. Well, let me agree with

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you on the problem. First,
div I think the product of command and

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control structures and corporations was this hierarchical
management where you have the phenomenon of bosses.

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It's about people telling other people what
to do. And there's a famous

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pole from Gallup which talks about engagement
of people in the workforce and around the

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world. Seventy to eighty percent of
people are disengaged. They're not happy,

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they're not committed, they're not putting
their energy into the company, and mostly

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that's because of bad bosses. And
so that is a very pervasive problem.

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It loses a lot of productivity,
not just creativity. And so, yes,

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you're right that it's a problem.
It's a product of that managerialism that

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we're referred to, and it's taught
in business schools. I think the concept

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of leadership as it's taught is quite
toxic because exactly what you say, it's

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about directing, it's about telling people
what to do, keeping people inside the

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lines, and so on. Their
happy development in the modern age is that

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we can get rid of management.
I call it the post managerial era,

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and it's replaced by self management because
everybody's smart enough to self manage. Here.

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We buy our own cars, we
buy our own houses, we buy

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our own clothes. We don't have
people tell us what to do, and

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when we're doing those things, we're
all capable self management if we have the

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right information. So in the digital
age company you eliminate all of those hierarchies.

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The focuses on teams and networks.
So I want to be in a

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team. I want to help other
people in my team. The team as

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a goal, and we'll all do
that together. Different people will lead at

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different times because they've got the relative
relevant knowledge and relevant skills for that moment.

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But leadership is a floating, distributed
kind of a concept. You do

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weigh with the structures. The structure
becomes non hierarchical and much more networked,

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and the digital economy is driving that. Digitalization will drive that because we can

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automate the bureaucratic parts and turn loose
the creative teamwork parts. So I think

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what you try to do in that
situation is drive towards that team structure,

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that creativity it's sometimes called entrepreneurship in
companies, and constantly strive to take away

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the rules, the regulations, the
limitations, the delays, and focus on

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development and creativity. It can be
done coming from the bottom up, not

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top down. Absolutely, it can
definitely be down. And now want to

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flip the coin and look at the
other side of the story, because there

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has been tremendous change, because there
has been as we've heard of resignation,

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we have heard of the quiet quitting, which is quiet quitting is not quitting

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the job, but more so of
okay, maybe you know, I'll just

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do enough, bare minimum because my
work doesn't interest me. So now,

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when we are taking a look at
the post pandemic corporate structure. So what

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has happened is that the work life
harmony has really become a part of millennials

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and gen z where it has the
colors of the work life balance or harmony,

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whatever we want to call it,
has imbued the fabric of their lives.

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And now, as a result,
what happens is that when we're talking

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about moving towards digitization, creativity,
teamwork, networks, there are a lot

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of people who are just doing the
bare minimum, and they're more interested in

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just kind of like doing the work, not looking towards creativity or innovation,

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but enjoying life itself more so,
none those situations, corporations do need the

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engagement of employees. How can corporations
approach that situation? Yeah, it's a

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very sad situation the way you describe
it, DEVI, And so let's reject

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that polarity, the work life balance. It's just life. Yeah, I

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work and I do other things as
well, but it's all part of my

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life. The lesson I like to
look at is the emerging gig economy.

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So if I'm running a business and
I need a skill or a set of

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experience or some knowledge for a particular
application, I'll go on to upwork and

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I'll find somebody that I can hire
to do that particular job. At that

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particular task, that person is delighted
to have that opportunity, and they work

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really hard and they demonstrate their hyper
specialization, and it's a network. I

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just described a network of two.
Obviously it's a lot bigger than that,

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and great productivity and great joy comes
out of that. So there's no reason

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why we can't do that at the
corporate level. Find people's superpowers, that

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their hyper specialized skills, assemble those
in the right team on the right task,

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and turn the most to do that
so that they get joy out of

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being experts and excellent at what they
do. They get joy out of collaboration,

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and they get joy out of the
goal and the purpose of the team.

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And to use your word, you
make sure that that harmonizes with the

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goals and purposes of the corporation.
So this bottom up hyper specialization working in

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teams towards a shared goal with shared
meaning for a shared purpose, I think

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that's entirely possible. And if you
get rid of the boss, get rid

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of the top down management, get
rid of the command and control, it

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will happen naturally, So you know, these things take time. Find a

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company that has those kinds of approaches
to doing the job. Sometimes those are

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highly distributed, they're all over the
world. Sometimes there might be local and

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startups, but they're coming. And
it's the younger, smarter companies that are

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doing that more than the older kind
of stuck in the mud companies. Absolutely,

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because the younger generation is all about
being entrepreneurial and they're very much like

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especially Gen Z, are self starters
and yes, they bring their own set

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of things that most ex gen and
baby boomers don't like, millennials don't like

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about them. And yet at the
same token, if they find that things

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are not working out for them in
the corporate world, they'll go and start

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a company and that's very powerful.
So I really like what you mentioned about

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bringing in the right talent. So
it's it's the same thing whether it's the

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boss, as you mentioned, so
you're looking from both perspectives. So whether

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it's the leadership, if it is
toxic, break it down. And similarly,

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if it is the talent and if
that is not working out, you

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need to ensure that you have the
right talent in the right structure and who

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are engaged. Now you brought in
gig economy. Now are you referring or

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are you pointing towards that we take
away the security of a job job security,

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like, for example, if somebody
signs up and yes, you know

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usually nowadays people don't stay more than
two to three years, but they're getting

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that four O one K and then
they're in vested in the company. So

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having gig economy and having that security, how would those two play out?

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I think job security is an old
fashioned idea that comes from the industrial era

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that we talked about. And yes, it's very reassuring. If I get

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the health care and I get the
pension, I've been bribed to do that

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by the corporation to stick around for
those benefits. And that's fine. That

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worked for a long time. But
the young people, as you talk about,

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I'm much more into individual sovereignty.
Self sovereignty. How do I manage

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my own life, how do I
take care of my own future? How

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do I think about that cash flow
and that life stream that I'm embarking upon.

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And I do believe that they'll take
more self sovereign care of themselves.

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You know, they might get their
benefits from the corporation, or they might

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buy it from some private company as
a service outside the corporation. But I

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don't think job security, which means
I fear getting fired less than I would

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otherwise, is going to be the
sentiment of the future. I think life

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management is going to be the sentiment
of the future. And if I feel

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like working for a corporation because that
gives me some psychic benefits and other kinds

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of benefits, then I'll do that. If I don't, I'll join my

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buddies and I'll do a startup,
or I'll walk on up work. I

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think people will self manage much more
in the future, and as we get

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more and more digital tools to help
us do that, then that will be

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a greater possibility for everybody. Absolutely, what you're sharing is very true.

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So now let's say there may be
a lot of that millennial, like I

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would say millennials in the early part
of their age group, so they are

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a lot of them are like you
know, touching forties, they're having kids,

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and then they may be saying,
now it's not the time when I

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am starting my family and raising my
kids to just kind of go out and

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start adventure because as you know,
entrepreneurial life is not without being fraught with

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its own turbulences and trials and tribulations. I've had that question come up several

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times. What would you say to
them, Well, again, it's self

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sovereignty. I think divier that entrepreneurship
is a different kind of uncertainty. Are

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you contrasted with job security? But
it's exploratory, it's experimental. You can't

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be certain about the future. But
I think I think young people are embracing

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uncertainty a little bit more. If
I'm in my forties and building a family,

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maybe I want some of that stability. There are plenty of corporate jobs

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out there, and they'll be fulfilling
corporate job for a specialization. So concentrating

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on what it is that you do
best and finding all the tools and the

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learning and the infrastructure support for that. Even if you're working in a corporation,

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you need to know how to use
chat, GPT and write good queries

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and all those kinds of things.
So keep up with the technology and be

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valuable and making yourself valuable. Making
yourself valued is the benefit that you can

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cash in as a corporate employee,
as a startup or as a as an

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individual contributor. So we focus all
the time on value for customers, but

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making yourself valued is the fulfilling task
of the modern generation. How do you

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implement that is your choice. Absolutely, that is the common thread that you

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talked about, that value the customers
and also bringing that entrepreneurial mindset. Because

359
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when you're bringing that entrepreneurial mindset,
what happens is that not only you are

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able to become familiar with uncertainty and
the fear of the unknown, it also

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helps you to be on that cutting
edge where you're constantly learning and making yourself

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valuable. And when you do that, then you're not just stuck with that

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one company, because layoffs can happen
as we see that the job security of

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the previous century is gone. It's
what I call sometimes can be an illusion

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because yes, there are big companies, and yet we have seen companies like

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Google and Apple lay off. So
we cannot say that that just because you're

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an job you're going to have certainty. Now, since you brought up the

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artificial intelligence, let's do a little
bit to dive into that. Now,

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what's going to happen is that usually
I'm an early adopter. I love to

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learn. I'm an insatiable lifelong loaner. So what used to take maybe days,

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maybe hours, And a lot of
companies, especially marketing agencies, what

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they would charge for, like you
know, twelve thirteen thousand dollars for something

373
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as you talked about, you know, what is the profile of your ideal

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customer, how you're going you know, the hero journey, how you are

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coming in helping them, what's your
unique value proposition? Creating website page,

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lending page, like the whole marketing
system now can be done in minutes with

377
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artificial intelligence. So what should be
the employees as well as the companies look

378
00:34:05.759 --> 00:34:13.760
out for to adapt to this inevitable
change. Well, look, bun ai

379
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is very much an augmentation of human
capacity. As you say, it can

380
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make you work faster, it can
get you to insights quicker, it can

381
00:34:22.280 --> 00:34:28.760
do analysis that you can't do.
But if you look at it as augmentation,

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we have homo sapiens, we have
digital sapions. If you like,

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we're both. We're both wise but
in different ways. And so I'll give

384
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you an example. One of the
things that I'm working on is what we

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call AI tutors, and it's a
special case, but there are many of

386
00:34:44.880 --> 00:34:50.519
them around. Where we have an
innovation process, it's got certain approaches and

387
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methods and some on like that.
We can teach the AI the process and

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00:34:55.199 --> 00:35:01.480
then we can query it for a
specific projector specific new development, and it

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knows the process, knows how to
apply it. It can go find the

390
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right data. It can get us
a response very quickly. But the trick

391
00:35:10.119 --> 00:35:17.119
and innovation is iteration. You're the
first constructors. Never write there's some gaps

392
00:35:17.159 --> 00:35:20.480
in it? How do I find
the gaps? How do I fill those

393
00:35:20.519 --> 00:35:23.480
gaps? How do I ask a
better question next time? A lot of

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that is human creativity, and so
that augmentation of the human plus the AI

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00:35:30.079 --> 00:35:35.960
tutor is one example of how this
is going to work. And over time

396
00:35:36.079 --> 00:35:42.039
the tutors may automate a lot of
things, especially bureaucratic things which are step

397
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by step and have rules and some
on like that. But the imagination,

398
00:35:45.559 --> 00:35:51.840
the empathy, the creativity is going
to be the human and the two together

399
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will be wonderful. So if I
can be skillful at working with an AI

400
00:35:58.320 --> 00:36:01.960
in a particular way, then that's
a happy future for both of us.

401
00:36:05.440 --> 00:36:14.159
Absolutely, you are so right.
So you have shared a lot of wisdom.

402
00:36:14.840 --> 00:36:17.039
Now do share the past? You
know what made you write the book?

403
00:36:17.920 --> 00:36:22.039
And where can people find the book? Where can people connect with you?

404
00:36:23.840 --> 00:36:30.400
Well, the main reason for writing
the book was some of the survey

405
00:36:30.480 --> 00:36:35.719
data that says that young people have
a negative opinion of capitalism, which means

406
00:36:35.760 --> 00:36:38.800
they don't really know what it is, less than forty percent and a few

407
00:36:38.840 --> 00:36:45.119
research poll in twenty twenty two are
willing to express a positive sentiment about capitalism,

408
00:36:45.000 --> 00:36:50.880
and more had a positive sentiment about
socialism, which just goes against the

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00:36:50.880 --> 00:36:53.239
facts. I mean, as I
said at the beginning, capitalism has raised

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00:36:53.280 --> 00:36:59.079
the quality of life for billions of
people of hundreds of years. So they

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don't have the facts, and so
I'm trying to explain that it's not capitalism

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00:37:04.880 --> 00:37:08.519
you're mad at. It's corporations,
it's the command and control management, it's

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the financialization, everything that we talked
about. And then to point out that

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00:37:14.679 --> 00:37:17.639
in the future, in the digital
age, we have a chance of returning

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00:37:17.679 --> 00:37:21.360
to the golden age of capitalism.
So I'm trying to write it as a

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00:37:21.360 --> 00:37:27.000
fan of capitalism and an optimistic outlook
on the future. So the name of

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00:37:27.079 --> 00:37:30.960
the title of the book is aberrant
capitalism. It has a subtitle The Decay

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00:37:31.039 --> 00:37:36.880
and Revival of Customer Capitalism, so
it capches that idea. It's published by

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00:37:36.880 --> 00:37:39.440
Cambridge University Press. You can find
it on Amazon, you can find it

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00:37:39.480 --> 00:37:45.079
on their site, and you can
find some of the things that I write

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00:37:45.320 --> 00:37:51.639
at a website are on called the
Value Creators dot com, and there we

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00:37:51.719 --> 00:37:58.519
have education and these kinds of elements
of capitalism, the Value Creator's Online course

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00:37:59.199 --> 00:38:04.519
which stresses all these elements of value
and empathy and design and so on,

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00:38:04.599 --> 00:38:07.519
and pretty much the way that I've
been talking about. So you can go

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00:38:07.599 --> 00:38:13.400
and see us there or at Hunta
Hastings dot com. Well, fantastic.

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00:38:13.599 --> 00:38:19.519
So you did talk about a lot
about the consumers, and then we are

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00:38:19.559 --> 00:38:28.159
coming back to the consumers. Do
you have a vision where the corporations because

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00:38:30.400 --> 00:38:32.800
where they're going? Like, you
know, where could the corporations go?

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00:38:34.000 --> 00:38:37.199
Where could the CEOs go? Because
I know that you are a CEO once

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00:38:37.239 --> 00:38:45.880
upon a time. Well, I
think the concept of digital enablement includes a

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00:38:45.960 --> 00:38:51.280
number of elements. One is that
you're directly connected to the customer. As

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00:38:51.280 --> 00:38:53.360
we described, the data is coming
into the corporation. You've got tons and

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00:38:53.400 --> 00:39:00.880
tons of data at high speed about
what customers are doing. That should come

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00:39:00.000 --> 00:39:06.760
through the analysis, the data layer, the AI and the machine learning before

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00:39:06.800 --> 00:39:12.719
it goes anywhere else. So let
the AI analyze that, develop the insights,

436
00:39:13.360 --> 00:39:17.119
and then distribute it wherever it needs
to go. So the company is

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00:39:17.119 --> 00:39:22.519
going to have functions, but not
divisions. So if one of my functions

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00:39:22.559 --> 00:39:27.280
is marketing and branding, as we
discussed during this conversation divia, all of

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00:39:27.280 --> 00:39:30.559
that data can go into the marketing
function. You'll have AIS in there that

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00:39:30.639 --> 00:39:36.639
are marketing tuned. How can I
turn this information into useful communication to the

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00:39:37.119 --> 00:39:40.960
customer. But you let humans too, who direct it to maybe prefer this

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00:39:42.039 --> 00:39:45.920
segment over that segment for strategic reasons. You'll have them working together. So

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00:39:46.039 --> 00:39:54.800
marketing and branding generates the orders the
uptake. You'll have operations which will produce

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00:39:55.440 --> 00:40:00.519
or create the service and deliver it
on time. You'll we still have a

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00:40:00.559 --> 00:40:04.920
financial component, which is doing the
accounting, is still going to need that

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00:40:05.760 --> 00:40:12.679
and customer engagement to get the feedback. So those functions will be identifiable,

447
00:40:12.719 --> 00:40:15.519
but they're not divisions within the company. Somebody from finance might be working with

448
00:40:15.559 --> 00:40:22.800
an AI on marketing to manage the
cost and the expenditure and the returns,

449
00:40:22.159 --> 00:40:25.760
and somebody from marketing might be working
in the operations function to make sure that

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00:40:25.800 --> 00:40:30.559
the customer promise is kept and so
on. So we'll think of a company

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00:40:30.559 --> 00:40:35.800
as less structured, less organized,
if you will, because we don't need

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00:40:35.840 --> 00:40:39.000
the bosses, we don't need the
top down and much more self managed.

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00:40:39.079 --> 00:40:50.719
In terms of these autonomous teams,
people tied with AIS and the output decided

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00:40:50.760 --> 00:40:55.880
by the customer. We have this
concept. We call it a customer experience

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00:40:57.000 --> 00:41:00.880
environment. The value is what the
customer more experiences, are they satisfied with

456
00:41:00.920 --> 00:41:06.639
it, and if we can read
that through the AI and respond to it

457
00:41:06.679 --> 00:41:12.840
by improving it when it's not perfect
or elevating it even if it's good,

458
00:41:13.400 --> 00:41:17.199
then that's a responsive environment run by
people and the machines that help them.

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00:41:17.519 --> 00:41:22.119
It's not a command and control boss, top down approach. So moving towards

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00:41:22.199 --> 00:41:30.239
that is how I'd advise people.
Yeah, definitely. We have talked about

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00:41:30.280 --> 00:41:34.880
a lot of things and a lot
of new ideas and new visions for people

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00:41:34.960 --> 00:41:40.519
to think about it and look at
their company's framework or even their own entrepreneurial

463
00:41:40.559 --> 00:41:45.320
framework and see what applies. You
know, what works for you and what

464
00:41:45.360 --> 00:41:50.599
would be the best thing for you
and what could be the stages from going

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00:41:50.639 --> 00:41:57.440
where you are right now to a
vision that could be what you have shared

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00:41:57.840 --> 00:42:01.440
or a vision that you could create, because as we talked about, innovation

467
00:42:01.800 --> 00:42:09.079
and creativity is the next destination.
So is there anything else you'd like to

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00:42:09.119 --> 00:42:14.800
share with our audience before we wrap
it up? Well, I just at

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00:42:14.800 --> 00:42:16.760
one point if I may a deb
and that is the speed of change.

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00:42:17.440 --> 00:42:22.360
And it can sound like a cliche
that the speed of change is accelerating,

471
00:42:22.480 --> 00:42:29.840
but it truly truly is. As
we stumble into the AI era and these

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00:42:29.920 --> 00:42:35.639
large language models get more and more
data, with more and more iterations,

473
00:42:36.199 --> 00:42:39.960
our understanding and our insights are going
to go faster. Our way of running

474
00:42:40.000 --> 00:42:45.039
our companies is going to change faster. So, in addition to the entrepreneurial

475
00:42:45.079 --> 00:42:51.480
mindset and the creativity that we talked
about, the exploration being comfortable with the

476
00:42:51.679 --> 00:42:55.360
speed of change. I think that's
a real challenge for human beings, a

477
00:42:55.400 --> 00:43:00.639
specific challenge for machines, and we've
got to become comfortable with that, keeping

478
00:43:00.719 --> 00:43:06.960
up and ideally keeping ahead. So
think about the speed of change and whether

479
00:43:07.039 --> 00:43:15.159
you're able to keep up with it. Definitely a very very relevant point here

480
00:43:15.800 --> 00:43:21.000
as we continue with the transition into
AI. So thank you so much for

481
00:43:21.079 --> 00:43:24.159
joining us and sharing your wisdom.
Well, thank you very much. It

482
00:43:24.239 --> 00:43:29.559
was a great pleasure. Thank you
for inviting me. Oh absolutely, Thank

483
00:43:29.559 --> 00:43:32.719
you wonderful audience for being part of
her show, because without you, the

484
00:43:32.760 --> 00:43:36.840
show would not be possible. Thank
you for your questions, Thank you for

485
00:43:36.880 --> 00:43:43.320
your feedback because you are the heart
and soul of the show, and reach

486
00:43:43.320 --> 00:43:46.679
out to us, let us know
what are you looking from us, and

487
00:43:46.719 --> 00:43:51.599
we are here to serve and support
you. And thank you on for your

488
00:43:51.639 --> 00:43:57.320
support for emotional intelligence and for being
engaged and for being part of the family.

489
00:43:58.159 --> 00:44:01.480
So be well and take care to
lifestyle. Thank you for being part

490
00:44:01.519 --> 00:44:06.199
of Beyond Confidence with your host v
Park, we hope you have learned more

491
00:44:06.199 --> 00:44:09.239
about how to start living the life
you want. Each week on Beyond Confidence,

492
00:44:09.320 --> 00:44:14.400
you hear stories of real people who
have experienced growth by overcoming their fears

493
00:44:14.440 --> 00:44:19.920
and building meaningful relationships. During Beyond
Confidence, Divpark shares what happened to her

494
00:44:20.000 --> 00:44:22.679
when she stepped out of her comfort
zone to work directly with people across the

495
00:44:22.719 --> 00:44:28.440
globe. She not only coaches people
how to form hard connections but also transform

496
00:44:28.480 --> 00:44:32.239
relationships to mutually beneficial partnerships as they
strive to live the life they want.

497
00:44:32.639 --> 00:44:36.880
If you are ready to live the
life you want and leverage your strengths,

498
00:44:37.039 --> 00:44:43.400
learn more at www dot dwpark dot
com and you can connect with vat contact

499
00:44:43.440 --> 00:44:46.639
at dvpark dot com. We look
forward to you joining us next week