Blending AI and Empathy for Outstanding Customer Experiences

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Speaker C: welcome to Accelerate youe Business Growth where we're exploring all sorts of business topics. Experts from around the world join me, your host, Diane Helbig for a conversation where they share their expertise with all of you. Take what you need when you need it. Featured on Inc.com Forbes and MSNBC's yous Business, this podcast is recognized as one of the best podcasts for small business, sales, leadership, social media and more. When it comes to business, Accelerate your Business Growth has got it covered. And now on with the show. My guest today is Dave Rizzo. Dave is the Asia Pacific President of TP teleperformance, the global leader in AI and EI powered digital business services and customer experience management. With over 27 years in the industry and 24 years at TP, he leads strategy, operations and growth across Asia Pacific. Under his leadership, TP has been recognized as a great place to work across multiple countries and as a benchmark for innovation and excellence in customer experience. Thanks so much for joining me today, Dave.

Speaker D: Thank you for having me, Dan.

Speaker C: Absolutely. So I want to get into this because, you know, AI is such a big topic. Talk to me about how you think organizations can blend AI and EI to create actually more human efficient customer experiences.

Speaker D: Yeah, I think this is the trick is the formula, right? It's bringing the mix of capability, uh, the empathy and the automation or in this case particularly AI. Um, there's not one formula. I think there is a number of factors that need to be taken into consideration. Um, I think fundamentally clients want consistency, speed and then transformation at scale. So this is the fundamental whether There is AI or not. Um, I think then what we want to do is really understand for any particular customer regardless of their sector, it could be bank, it could be someone in the technology space, perhaps a retailer. Um, we have the advantage in our organization of our size and scale to be able to look across those partnership models in any specific industry and identify what best looks like. Now here in Asia Pacific we might have a fast moving startup in the retailing space in Southeast Asia, but we have partners that we've been supporting in the retail environment for a number of years, perhaps on the other side of the world. And so we can look and draw and not necessarily have to reinvent the wheel every time in terms of identifying end to end, what best in class looks like. So I think that's first and foremost helpful in terms of our toolkit and then we want to look at really how to use data and automation to handle kind of the low complexity work. Right. So any of the routine tasks, the things that we know are not going to be sensitive engagements for the customer and that frankly frees up our people for more of the higher value, emotionally sensitive tasks. So again you're looking for that match of human empathy and automation and then really looking end to end across capability, our channels and our geographies to bring to the table a customer that's going to result in a solution with faster outcomes, higher accuracy, better experience and of course importantly for them as well, uh, as the optimized cost.

Speaker C: Yeah. So if there's a small business owner listening and they're trying to figure out what some of those things might be that um, can be automated or you know, where I can play a role where it doesn't take away from that emotional connection to the customer. Are there like things that just, you know, I hate to say it this way but quick and easy, this is almost um, a no brainer. This should be AI.

Speaker D: I think fundamentally if it's quick and easy, it should be automated. I think these are the areas that um, any of us in any interaction we're looking as the end user for a solution that's quick and easy. Um, we can find that now at the tip of our fingers with uh, our devices, uh, or through a language, language model. Um, and so again I think the application in, in the case of automation really should be looked at from two lenses. So first you have anything that your customers are looking to solve for that is not um, a sophisticated, complex, uh, emotionally driven, emotional, let's say uh, you show up after a 12 hour flight, halfway around the World. And the hotel says, sorry, you have no booking with us. You know, this is not the kind of time for automation, um, you're looking for right now. But I have a problem. I want a human being to take care of this and solve for it. And I need that empathy and that human connection to make me feel like my concerns are being heard and I'm not losing brand loyalty with that, with that customer I might be supporting. And so whether it's a small retailer, small, ah, business owner looking to start up in any particular area, I think first and foremost is look at those areas in which uh, you see low sensitivity to your customer base, quick fixes, anything where the language model can be looking at a data set or a knowledge base that has answers at the ready. Those areas push them to the customer and make that easy to do. But anything that takes on that step where there's too much back and forth, there's an engagement level that I want my customer to feel from me as a brand, then these are the things that we have to take into consideration more seriously as it relates to the human component. The other lens really then is taking into consideration the AI or the automation to be supporting the individual, helping that customer. And so we don't want the individual to be navigating a sea of scenarios and stuck, you know, trying to help them and making it uh, also a difficult experience. So that AI or that small language model or what have you, copilot might be at the fingertips of the agent to quickly solve a solution for a customer. And they can do so now accurately, you know, without mistake, and they can do it quickly. Um, and so I think they go really hand in hand these days.

Speaker C: Yeah, I do too. And as you're saying that I'm thinking. And they don't have to do it in that scripted model.

Speaker D: Exactly. You want it to be natural. You want it to be natural.

Speaker C: Yeah, exactly. Okay, so I want to shift just a little bit and ask you about leadership practices that build a culture of innovation and trust. But across diverse multi country teams, you've got people. I mean we're a global economy now. So what are some of those practices?

Speaker D: Yeah, I think this is really um, what brings in our organization and I know across my team throughout Asia, um, a lot of the passion and enthusiasm is that uh, every day looks different. Uh, all of our partners are quite diverse and different and the cultures in which we navigate both for our teams as well as the end user or consumers in various markets are also different. So um, what we're really looking to drive, to ensure we have a culture that uh, builds innovation and trust is first and foremost local empowerment. Um, in addition to local empowerment, we want transparency and then we also want constant dialogue. And so when I say local empowerment, we um, need to respect local cultural nuances and then buyer behaviors in those markets. You know, places, you know, such as China. In this part of the world, the consumer behavior and expectation is going to look a little bit different than it does in Japan. That might be the ecosystem that the customer is navigating. Uh, it might be the cultural behavior and expectation level. It might strictly be in one place all about speed and another, it's not about speed at all. It is all about diligent engagement and sensitivity with human empathy. And so these are things that we really need to lean into the expertise of our teams inside of those markets. So when I say localized decision making, we cannot be making from any part of the world a central decision on how we're going to foster really innovation, ideas and trust, uh, from within our team. So it is unique and we need to build that. Now that's not easy. It's easy to say you have a culture. It's another to really build it and breathe it day to day. And I think one of the ways that really has to occur is through open communication. Um, we need to be clear with our intent. Uh, we need to be visible. Uh, we need to not sit back and wait for those ideas to come, although they should come proactively. But we also want to drive that thinking and drive those suggestions. And there's a number of mechanisms that we can create ultimately to do that. I, um, think first and foremost there's the local engagements within teams, whether that be skip levels straight to the front line, which is immeasurably valuable in terms of getting insights, particularly from the consumer, um, or whether it's just cross functional within the different support groups inside of the teams. And then of course we do that at a regional level and we do it with our clients as well. We want them and they want to hear from us, um, what are we seeing, what are we hearing? And that, ah, those insights come straight from the people. And a lot of times those insights come from data and analytics. We really need to bring both. So I think this is valuable. And then finally is creating an environment of trust. Um, you know, again, spoken and expected is one thing. Uh, earning it and delivering that over time is something that is, that is uh, a commitment. And again it boils down into that communication, that respect for local perspectives, um, and then Obviously creating the mechanisms and the environments for our people to speak up and know that their voices are heard. And I think when they know that, um, then that trust is earned over time and we're able to create an environment then that is that culture of uh, empowerment, transparency and constant dialogue.

Speaker C: Yeah, those are huge. I'm so glad I asked the question. I think it is um, so especially the communication piece because I feel like leaders think everyone knows what they know, so they don't communicate enough and then wonder why they don't get the result that they're seeking. And it creates a weird friction that just doesn't need to be there. If everyone feels comfortable communicating in all directions.

Speaker D: Undoubtedly. I've been in asia now for 22 years and I, uh, never cease to learn something new about the Dynamics that are 1, 2, 3, 4 layers deeper than what you would get just in the usual circumstances of the business or the leadership dynamic. And so being mindful of that, being self aware of that is certainly critical. Uh, uh, that's not lost on me. And so uh, again one uh, of the things that I enjoy about being an environment to drive and foster that, and it's also all the more critical given the amount of people we have in our business. We're still a company that you know, is, is definitely technology enabled but really driven by its people, uh, with half a million people around the world. And so um, if we can't create uh, that kind of environment of innovation and trust, then uh, then, then shame on us.

Speaker C: Yeah, boy. But I would imagine it's harder with more people. I mean, you know, maybe not, but

Speaker D: I've used more variables, uh, for sure. But uh, there's absolutely more opportunity. So again, more voices to contribute, unique perspectives, uh, perspectives from people that you might not expect, uh, someone is dealing with, you know, the complex, uh, or the mundane. And each of them will come to the table with solutions that can make their lives easier, can make our customers lives easier, uh, can make the business dynamic, um, simpler, safer, faster. Uh, so these are all things that we need to take into consideration and again, easier said than done, but um, putting this really at the forefront of how we operate and lead, uh, through the lens of both our people, uh, but also for our customers.

Speaker C: Yeah, yeah, it's great. And it really is the kind of thing that uh, it has to be intentional and you'd have to be mindful. Right. You just have to always be thinking about it because it's easy for it to fall away.

Speaker D: It is, uh, there's a lot that goes on day to day, no, two days, uh, uh, in the leadership life are similar, especially when you have again, multiple cultures, a, uh, range of clients, a uh, range of degree of maturity, let alone the nuances in their business and the industry they're in and the type of services we're providing. So again, that's one of the things for me, I've always told people on the outside when they ask, like, why do you do that? Uh, what is it like? It's because every day is different. Every day is learning something new. And I get to really see through the most interesting lens of, uh, so many customers from so many different places around the world that um, it forces that mindset of continuous thinking to not assume, uh, we have anything figured out because, uh, you know, what made sense yesterday does not make sense tomorrow.

Speaker C: Yeah, yeah, okay. So speaking of that, um, it's a great segue. How do you think companies can future proof their operations through digital transformations? We have to keep being ahead of the game, I guess. I would say so that um, it's empowering people, not replacing people.

Speaker D: So a little bit to the theme I was touching on earlier is, uh, with the example of the small business owner. So I think it starts with, you know, identifying the simple automate that and then empowering the humans for more of the emotional and complex. So this is the kind of the fundamental starting point. And then from there I think we need to understand the interaction points. And again, so simple basic queries. Now we have again a range of different types of businesses, uh, out there and they're all in maybe a little bit of a different area of need. So if we just start with kind of future proofing for digital, um, if we take today and what we see to come is really those simple and basic queries and pushing them towards automation or AI bots or small language models that again are just pulling from knowledge bases, then we know we can address the customers today and in the future without creating disruption or negative pain points in their experience in engaging with that brand. And then looking at, okay, and again it changes day to day. It might be on a new product offering or a change in terms and conditions, or a new service offering, a new market opening. It could be endless, different variables and dynamics. But looking at those areas and then saying, okay, this is more complex, that's more sensitive. These are the emotional moments that I need to make sure first and foremost I have a human engaged with and then connecting the dots and so looking in between them. Okay, where can I have that? Human engagements, but still empowered with some kind of AI assistance so that again, they are fast, they are efficient and they are accurate. So I think understanding this is a critical starting point. And then, um, we need to look at foundations in order to scale. And so that means, you know, having the right cloud and cybersecurity environment. Uh, data, of course, uh, is sensitive. Um, uh, we've heard about situations in the past where that information gets out there and leaks. And you know, we're one of the larger data processors in the world with the volume of interactions that we're handling. And so this is absolutely critical through our lens. Uh, we work to eliminate all risk from our perspective. And so at the same time, you know, the customers are providing architecture or an environment that we need to work in. And so we want to be thought leaders and looking ahead inside of that environment, looking specifically at the infrastructure so that you have architecture that is built for compliance, um, and security. And then fundamentally I think is kind of going back to the point of recognizing where you are today and understanding the potential for what tomorrow holds is being intentional about talent. And what, I mean there is really looking at the evolution and so I think of future proofing. We're looking at people in terms of continuous development and upskilling and things like emotional intelligence, um, their own data literacy, uh, their own A.I. competency. Um, I spend every day, um, just asking my own, uh, large language models what is new in the world of AI today. And every day I learn something new. So I've got. The AI is telling me what new is coming in AI and fundamentally there are layers that create more tasks and more needs for our, uh, people inside of our environment. So it's not replacing people necessarily, it's creating more tasks, more need for more complex and more sophistication. So depending on the product and the service offering that a brand might have, you know, yesterday's answer to a basic query may, uh, not be tomorrow's unless the product is very static. And so we need to be thinking about constant evolution of talent. So even future proofing for ourselves, as well as ensuring we have the right people in the right places to enable growth. Uh, we're hiring and looking at adding different types of profiles than we did in the past. Those profiles are going to be much more in the areas of subject matter, expertise, either with a particular type of industry or a particular type of capability or maybe a market, um, and recognizing that within the talent we have on board that we're creating the environment for them to learn and to upskill as well. And so we're really looking for an environment now where our people are using technology every day to become again more efficient, uh, faster, safer, um, and more equipped to be able to do their tasks. So that frees them up to do other things as well. So a number of areas that need to be taken into consideration, but foundations for scale in the areas of security and compliance, talent and how that is going to evolve. Looking what is automated and not necessary, uh, to, and then always being mindful through the lens of your consumer. What would you want, what would you want to be? Uh, a situation where, hey, a simple query is going to help address it for me. I don't need to speak or engage with a human or where is that the most important thing? And so the spectrum is, it's not uh, it's not binary, um, so it's something that it needs to continue to evolve. So there's the starting point and then there's the mindset, uh, to ensure that there is a consideration for what will be a constant evolution.

Speaker C: Yeah, I appreciate the answer. And one of the things I was thinking while you were talking about that is it, it because things are changing so dramatically and so consistently. What I hear is it gives people the opportunity to really engage in the change, not wait for it to happen to them. Right. They get to be a part of it because you know, the leader cannot be responsible for that alone. It's just too big.

Speaker D: Um, alone, yes, uh, fundamentally still responsible. And that's where you know, the, the intent and the culture really comes into play because uh, it's a two way street. Right? So as long as we're providing the environment for them to, to learn and be equipped with what is changing in the business environment, the technology environment every day, uh, we want the humans and the team members who are really embracing that and want to learn and want to engage. And I think this is uh, where we're heading. I think we've all heard um, the point that the AI is not going to replace humans, but the humans who use the AI are going to replace the humans that do not. So um, again, uh, it's a little bit of a sweet science, but I think uh, being aware of these, uh, being open and intentional in the communication internally with our team and in our environments, respecting cultural dynamics and then being very proactive in terms of the engagement with our clients, um, is the, the, the best recipe to ensure that we're all working in that same trajectory and not going in different directions.

Speaker C: Yeah. Boy, this is so great. Dave. I really appreciate you spending this time with me and talking about these subjects. I think they're so critically important, where we are today and where we're going. So thank you so much for, uh, having this conversation with me. Will you tell the listeners how they can find you, please?

Speaker D: Yep, you can find me, uh, on LinkedIn. Uh, David Rizzo. I'm based in Singapore, uh, so I'm pretty easy to track down. It's, uh, the little red dot here is not so big, so we're all one degree of separation from one another. But, um, yeah. Thank you for having me, Diane. It's been my pleasure.

Speaker C: Absolutely. And listeners, thank you. You are who we're doing this for. Thank you for tuning in to this episode of Accelerate your Business Growth, a production of Evergreen Podcasts. Discover more episodes of this podcast and Explore others@evergreenpodcast.com As always, continue to prosper and be curious. And if you're looking to get your sales strategy headed in the right direction, pick up a copy of Succeed Without Selling on Amazon or wherever books are sold. Until we meet again on another episode of Accelerate youe Business Growth. Goodbye and good day.

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