August 10, 2025 • 12 mins
Simon Hedaux from Rethink Productivity provided NotebookLM with his thoughts on the dynamic world of retail productivity, challenging traditional assumptions to uncover hidden costs and untapped opportunities in modern retail operations.
Retail businesses face a productivity paradox where despite working harder and implementing efficiency measures, many find themselves "sprinting to stand still" as costs rise and operations grow more complex. Simon Hedaux from Rethink Productivity provided NotebookLM with crucial insights into navigating this challenging landscape through systemic changes rather than incremental tweaks.
• Understanding true operational costs requires forensic analysis of processes like stock replenishment
• Modern technology enables unprecedented insights - computer vision, ESL systems, and digital tracking reveal inefficiencies
• Retail front ends must evolve beyond traditional tills to handle self-checkout, click-and-collect, and third-party parcels
• Radical "what if" scenarios challenge sacred cows: stores without managers, remote field visits, and elimination of stock counting
• Digital twins of stores, AI-powered inductions, and open banking represent the cutting edge of retail innovation
• The productivity principle: get the right work done by the right role at the right cost
• Critical approach: identify and eliminate non-value-added processes before attempting to digitize or automate them
Link to the original article can be found here...
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome to the Deep Dive.
We're here to unpack complexideas, find those golden nuggets
of insight you can actually use.
Today we're plunging headfirstinto the well, the dynamic and
often surprising world of retailproductivity.
We've got this fantasticdocument from Rethink
Productivity.
It dares us really to ask somebig questions, questions about
(00:20):
what's really costing businessesmoney and what retail might
look like if we just tossed outsome old assumptions.
Our mission help you understandthe true costs, yes, but also
the incredible hiddenopportunities just waiting in
modern retail.
And to kind of set the scene.
The source gives us this reallypowerful image.
It's just a lonely sorry thisitem is out of stock.
Sign on an empty shelf A starkreminder, isn't it?
(00:42):
Both a problem and a massiveopportunity.
So let's dive right in.
The document kicks off with apretty stark declaration.
It tells us up front all theeasy stuff is done and maybe
more daunting Costs willcontinue to rise.
Hi Now, that sounds well a bitgrim at first, doesn't it?
But really it's a powerful callto action for businesses.
Rethink everything.
Speaker 2 (01:09):
It absolutely is.
And what's truly fascinatinghere, I think, is that the focus
isn't just on, you know,blanket cost cutting that often
feels like a blunt instrument.
Instead, it's about genuinelyunderstanding every single
process and its precisefinancial impact.
The document stresses thecritical need to and I quote,
understand how much it costs torun the business.
So this means moving beyondjust those high-level numbers
and really digging into thenitty-gritty of every operation,
(01:29):
Uncover its true financialweight.
Speaker 1 (01:32):
That makes perfect sense.
Yeah, if the easy cuts are gone, you have to get well forensic
about it.
So where does this sourcesuggest retailers look next For
those significant opportunities?
It points directly to stockprocess management, urging a
much deeper dive into the truecost of these seemingly routine
operations.
Speaker 2 (01:48):
A source provocatively suggests that
technology should drive theprocess.
Remove human decisions optionswhere possible.
This forces us to understandthe entire process and its cost
(02:10):
from end to end.
Think about it how much does itreally cost to replenish just
one item, and how many timesdoes it get handled?
You know what's the cutoffpoint where a replenishment
actually becomes unprofitable.
Speaker 1 (02:21):
Wow, that's incredibly granular.
And it goes even further,doesn't it Asking if a store
buyer should be directlyresponsible for shrink and waste
, or whether existing storelayouts are truly optimal.
You know, from stock storage,front end collection points, all
of it.
It challenges assumptions we'veprobably held for decades.
Speaker 2 (02:38):
Precisely, and this is where modern technology isn't
just a nice to have anymore.
It's fundamental, it's anenabler.
The source highlights toolslike computer vision focal
systems using cameras basicallyto monitor shelves, spot gaps,
misplace items all in real time.
It also mentions ESL pluspick-to-light systems you know
where lights, show staff exactlywhere to pick items speeds
(02:59):
things up enormously.
And, of course, things like QRcodes and NFC for a quick data
capture, tracking and stuff wesee more and more.
But if we connect this to thebigger picture, these aren't
just trendy gadgets, right?
They're vital tools, Gatheringthat detailed data, automating
processes and ultimatelyrevealing those hidden costs and
inefficiencies that well,manual processes often hide.
Speaker 1 (03:19):
It really sounds like a move towards like radical
transparency in how things run.
The document also touches onthe human element, asking if the
time a task is done matters.
You know time of day or howclose to the end of a shift does
that impact pace, efficiency?
And it raises this intriguinglink between colleague tenure,
staff turnover and overallproductivity Interesting.
(03:41):
Okay, let's shift gears a bit.
Talk about the retail front end, because here's where it gets
really interesting.
I think the front end it's justnot about traditional tills
anymore, is it?
The source outline is a massiveopportunity for holistic front
end change.
It's like a completereimagining of how customers
interact with the store.
Speaker 2 (03:56):
Oh, definitely, we're certainly seeing that
accelerating trend of increasingself-scan and self-pay
transactions.
It's everywhere, whichnaturally leads to fewer
colleagues at tills.
That's the obvious consequence.
But, as you say, this isn'tsimply about automation, it's a
complete redefinition of thefront end's role.
It now has to seamlessly handle, you know, increasing click and
collect and the third partyparcel volumes, huge growth
(04:19):
there all while still needing tomanage refunds, queries, the
complex stuff, the human centrictasks.
Speaker 1 (04:25):
Yeah, what stands out to me here are some of the
truly creative, almostfuturistic ideas.
Like the source suggestsselling stock that must be
behind a screen or to fill emptyboxes vending it's like could
you vend electronics or fill adecorative box with a surprise
item Wild and using AI to offerservices that require a person
lottery, age, approval, etcetera.
(04:46):
Basically, automating tasksthat currently tie up a human.
It also mentions open banking.
That's a fascinatingintegration, potentially
allowing seamless directpayments, maybe personalized
offers without card fees.
Speaker 2 (04:57):
Mm-hmm these ideas.
They're exciting for sure, butthey highlight a fundamental
challenge.
The source points out.
Many businesses are quotestruggling to optimize for now,
with flexibility for futurechange.
It's a tricky balancing act,isn't it?
You need to solve today'sproblems efficiently, yes, but
also build systems agile enoughfor tomorrow's unknowns.
Speaker 1 (05:17):
Right.
So with all these immediatechallenges, these tech shifts,
what does this mean for how wefundamentally operate a retail
business?
The document then shifts intosome really provocative creative
thinking.
What would happen if scenariosthese are designed, I think,
just to push boundarieschallenge every sacred cow in
retail?
Okay, just imagine this what ifthere wasn't a store manager in
(05:40):
every store?
Or what if physical officeswere closed, except, you know,
for interviews anddisciplinaries?
That's a massive structuralshift.
Speaker 2 (05:47):
Absolutely massive and building on that, the source
explores potential for reallyradical flexibility in staffing.
How about colleagues workedacross multiple stores and bid
on local shifts?
That could be transformativefor employees and the business.
Speaker 1 (06:01):
And then there are the operational what-ifs.
These really make you stop andthink.
What if field visits wereconducted 50% of the time via
technology, remote visits or getthis head office couldn't
contact BMO stores other thanvia one approved portal on
selected days?
Wow, what if you just stoppedcompleting all the checklists
Other than the legally requiredones?
Obviously, I can almost hearthe collective sigh of relief
(06:23):
from store managers right now.
Speaker 2 (06:24):
That's a great point and the source also challenges
traditional inventory managementin a big way.
Imagine no stock counting, justnone.
That's radical.
It's not just saving labor, isit?
It implies this fundamentalshift, maybe trusting real-time
data or accepting some ambiguity.
Huge implications for capital,for staff deployment, they
suggest.
Maybe senior leaders accepted.
Stores shouldn't be 100% facedall the time, perfectly neat
(06:47):
shelves, maybe not alwaysnecessary, or even you only face
up for one hour per day.
And how about only replenishwhen needed, not on a fixed
schedule?
Or even slow sellers, deliverto singles, then discontinue,
stop wasting space.
It also mentions displays whereall original outers no singles,
suggesting a shift away fromperfectly arranged individual
items.
Speaker 1 (07:06):
It almost sounds like you know lean manufacturing
principles but applied to retail.
Imagine a retail world wherepromotions were simpler and
maybe less frequent, or perhapsmore frequent but simpler,
removing that operationalcomplexity.
Or if you could just send bulkoverstock back to the DC instead
of marking it down endlessly instore.
(07:26):
What if deliveries were better?
Forecasting of hot food to growsales and zero waste, maybe
using dynamic pricing for hotfood based on demand.
Time of day.
Speaker 2 (07:41):
And another truly groundbreaking idea in there,
digital twins live for everystore.
This implies a complete virtualreplica of each store, updated
in real time.
Imagine that.
Remote monitoring, predictiveanalytics, simulating changes
before they happen.
Other ideas, some practical.
Perhaps Induction was changesbefore they happen.
Other ideas, some practical.
Perhaps Induction was done inunder two hours by AI.
Super efficient onboarding, aself-service post office within
(08:04):
a store, using spare space forthe local produce providers.
That's a fascinating way togenerate revenue, engage locally
, build community.
And practical stuff like autodate checking for freshness,
outsourcing, cash counting.
The document even brieflymentions salary sacrifice here,
hinting at new ways maybe tomanage employee benefits and
costs, offering more flexibility.
Speaker 1 (08:26):
But you know, every big idea has a flip side and the
source wisely includes asection on unintended
consequences, Things like lossprevention, work creation.
It's a sobering reminder, isn'tit?
Solving one problem cansometimes create another.
Speaker 2 (08:39):
Exactly.
And if we connect this to thebigger picture, yeah, many of
these efficiency solutions.
They could inadvertently createnew problems.
For example, if you reducestaffing or move to that no
stock counting idea, maybe theftincreases, which then requires
more security measures.
You know, like those images wesee locked toothpaste items
behind glass.
Those are direct responses toloss prevention challenges, ones
(09:01):
that might get worse with lesshuman oversight.
Speaker 1 (09:03):
Right.
It also brings up criticaloperational issues like how
storage is often inefficient andin a poor spot, Suggesting
solutions like maybe lockers,potentially in the car park for
click and collect, Clever use ofspace.
Speaker 2 (09:17):
And the document highlights this potential
paradox too While parcels drivefootfall people coming in to
collect things, the extra staffneeded for those delivery tasks
might be left not occupied later, once the rush is over, which
leads to a really criticalquestion what is the staffing
model?
With rise of SEO, self-checkoutchanges everything.
It also points to the need forautomating task planning and
(09:39):
admin for stores.
Think of the manager time thatcould free up.
Speaker 1 (09:42):
Yeah, absolutely, and a common pain point for
retailers just having more stockthan needed, which creates
double triple handling,constantly moving stuff around.
The clear goal here seems to bemoved to closer to just in time
for stock, mirroring those leanprinciples we mentioned.
Speaker 2 (09:57):
Exactly, and the document also stresses the
importance of doing regularefficiency studies.
You can't just implement andforget.
You need to refresh ideas,validate process changes like
what's the full impact of UberEats delivery, for example
constantly reassess.
It also emphasizes modelintegrity funding the output,
basically making sure thefinancial and operational models
(10:18):
justifying these changes arerobust.
Do they accurately reflectcosts and benefits?
Does the funding truly alignwith the output achieved?
And this applies across theboard, across other business
units pharmacy, funeral travel,coffee shops a holistic view.
Speaker 1 (10:32):
This all ties beautifully into the
productivity roadmap and thesummary points, which really
distill the essence.
What stands out to me is theclear, actionable guidance.
Things like manage change viathe workload model to ensure
fair funding, drive ATV, averagetransaction value always
important and the absolutelycritical principle get the right
(10:52):
work done or the right role atthe right cost.
Speaker 2 (11:01):
That last point is so key and maybe, just maybe, the
most powerful insight from theentire document is its call to
stop NVA processespre-digitization NVA meaning
non-value added.
What it's saying is identifyand eliminate any activity that
doesn't add value before youeven think about automating it.
Don't just automate a badprocess right.
Get rid of the bad processfirst.
It's a profoundly efficient wayto approach change.
Speaker 1 (11:18):
What an incredible deep dive.
We've covered so much, from thehidden costs of just putting
stock on a shelf to imagining aworld without store managers in
every store.
It's clear that moving beyondthe easy stuff well, it requires
truly creative thinking,doesn't it?
A willingness to question everysingle assumption.
(11:38):
It feels like a powerfulroadmap for an industry that's
just constantly in flux.
Speaker 2 (11:42):
Absolutely, and you know, knowledge is most valuable
when it's understood andactually applied.
This deep dive really shows usthat the future of retail isn't
just about throwing moretechnology at problems.
It's about smarter processes, adeeper understanding of true
costs true value.
Speaker 1 (12:10):
It really boils down to that Getting the right work
done by the right role at theright cost.
And what new, perhapsunforeseen, forms of value might
they offer to customers?
Something beyond just simpletransactions and thinking about
the people still working there.
What entirely new skills mightbecome absolutely essential for
that human element in theseevolving spaces?
Welcome to the Deep Dive.
We're here to unpack complexideas, find those golden nuggets
of insight you can actually use.
Today we're plunging headfirstinto the well, the dynamic and
often surprising world of retailproductivity.
We've got this fantasticdocument from Rethink
Productivity.
It dares us really to ask somebig questions, questions about
(00:20):
what's really costing businessesmoney and what retail might
look like if we just tossed outsome old assumptions.
Our mission help you understandthe true costs, yes, but also
the incredible hiddenopportunities just waiting in
modern retail.
And to kind of set the scene.
The source gives us this reallypowerful image.
It's just a lonely sorry thisitem is out of stock.
Sign on an empty shelf A starkreminder, isn't it?
(00:42):
Both a problem and a massiveopportunity.
So let's dive right in.
The document kicks off with apretty stark declaration.
It tells us up front all theeasy stuff is done and maybe
more daunting Costs willcontinue to rise.
Hi Now, that sounds well a bitgrim at first, doesn't it?
But really it's a powerful callto action for businesses.
Rethink everything.
Speaker 2 (01:09):
It absolutely is.
And what's truly fascinatinghere, I think, is that the focus
isn't just on, you know,blanket cost cutting that often
feels like a blunt instrument.
Instead, it's about genuinelyunderstanding every single
process and its precisefinancial impact.
The document stresses thecritical need to and I quote,
understand how much it costs torun the business.
So this means moving beyondjust those high-level numbers
and really digging into thenitty-gritty of every operation,
(01:29):
Uncover its true financialweight.
Speaker 1 (01:32):
That makes perfect sense.
Yeah, if the easy cuts are gone, you have to get well forensic
about it.
So where does this sourcesuggest retailers look next For
those significant opportunities?
It points directly to stockprocess management, urging a
much deeper dive into the truecost of these seemingly routine
operations.
Speaker 2 (01:48):
A source provocatively suggests that
technology should drive theprocess.
Remove human decisions optionswhere possible.
This forces us to understandthe entire process and its cost
(02:10):
from end to end.
Think about it how much does itreally cost to replenish just
one item, and how many timesdoes it get handled?
You know what's the cutoffpoint where a replenishment
actually becomes unprofitable.
Speaker 1 (02:21):
Wow, that's incredibly granular.
And it goes even further,doesn't it Asking if a store
buyer should be directlyresponsible for shrink and waste
, or whether existing storelayouts are truly optimal.
You know, from stock storage,front end collection points, all
of it.
It challenges assumptions we'veprobably held for decades.
Speaker 2 (02:38):
Precisely, and this is where modern technology isn't
just a nice to have anymore.
It's fundamental, it's anenabler.
The source highlights toolslike computer vision focal
systems using cameras basicallyto monitor shelves, spot gaps,
misplace items all in real time.
It also mentions ESL pluspick-to-light systems you know
where lights, show staff exactlywhere to pick items speeds
(02:59):
things up enormously.
And, of course, things like QRcodes and NFC for a quick data
capture, tracking and stuff wesee more and more.
But if we connect this to thebigger picture, these aren't
just trendy gadgets, right?
They're vital tools, Gatheringthat detailed data, automating
processes and ultimatelyrevealing those hidden costs and
inefficiencies that well,manual processes often hide.
Speaker 1 (03:19):
It really sounds like a move towards like radical
transparency in how things run.
The document also touches onthe human element, asking if the
time a task is done matters.
You know time of day or howclose to the end of a shift does
that impact pace, efficiency?
And it raises this intriguinglink between colleague tenure,
staff turnover and overallproductivity Interesting.
(03:41):
Okay, let's shift gears a bit.
Talk about the retail front end, because here's where it gets
really interesting.
I think the front end it's justnot about traditional tills
anymore, is it?
The source outline is a massiveopportunity for holistic front
end change.
It's like a completereimagining of how customers
interact with the store.
Speaker 2 (03:56):
Oh, definitely, we're certainly seeing that
accelerating trend of increasingself-scan and self-pay
transactions.
It's everywhere, whichnaturally leads to fewer
colleagues at tills.
That's the obvious consequence.
But, as you say, this isn'tsimply about automation, it's a
complete redefinition of thefront end's role.
It now has to seamlessly handle, you know, increasing click and
collect and the third partyparcel volumes, huge growth
(04:19):
there all while still needing tomanage refunds, queries, the
complex stuff, the human centrictasks.
Speaker 1 (04:25):
Yeah, what stands out to me here are some of the
truly creative, almostfuturistic ideas.
Like the source suggestsselling stock that must be
behind a screen or to fill emptyboxes vending it's like could
you vend electronics or fill adecorative box with a surprise
item Wild and using AI to offerservices that require a person
lottery, age, approval, etcetera.
(04:46):
Basically, automating tasksthat currently tie up a human.
It also mentions open banking.
That's a fascinatingintegration, potentially
allowing seamless directpayments, maybe personalized
offers without card fees.
Speaker 2 (04:57):
Mm-hmm these ideas.
They're exciting for sure, butthey highlight a fundamental
challenge.
The source points out.
Many businesses are quotestruggling to optimize for now,
with flexibility for futurechange.
It's a tricky balancing act,isn't it?
You need to solve today'sproblems efficiently, yes, but
also build systems agile enoughfor tomorrow's unknowns.
Speaker 1 (05:17):
Right.
So with all these immediatechallenges, these tech shifts,
what does this mean for how wefundamentally operate a retail
business?
The document then shifts intosome really provocative creative
thinking.
What would happen if scenariosthese are designed, I think,
just to push boundarieschallenge every sacred cow in
retail?
Okay, just imagine this what ifthere wasn't a store manager in
(05:40):
every store?
Or what if physical officeswere closed, except, you know,
for interviews anddisciplinaries?
That's a massive structuralshift.
Speaker 2 (05:47):
Absolutely massive and building on that, the source
explores potential for reallyradical flexibility in staffing.
How about colleagues workedacross multiple stores and bid
on local shifts?
That could be transformativefor employees and the business.
Speaker 1 (06:01):
And then there are the operational what-ifs.
These really make you stop andthink.
What if field visits wereconducted 50% of the time via
technology, remote visits or getthis head office couldn't
contact BMO stores other thanvia one approved portal on
selected days?
Wow, what if you just stoppedcompleting all the checklists
Other than the legally requiredones?
Obviously, I can almost hearthe collective sigh of relief
(06:23):
from store managers right now.
Speaker 2 (06:24):
That's a great point and the source also challenges
traditional inventory managementin a big way.
Imagine no stock counting, justnone.
That's radical.
It's not just saving labor, isit?
It implies this fundamentalshift, maybe trusting real-time
data or accepting some ambiguity.
Huge implications for capital,for staff deployment, they
suggest.
Maybe senior leaders accepted.
Stores shouldn't be 100% facedall the time, perfectly neat
(06:47):
shelves, maybe not alwaysnecessary, or even you only face
up for one hour per day.
And how about only replenishwhen needed, not on a fixed
schedule?
Or even slow sellers, deliverto singles, then discontinue,
stop wasting space.
It also mentions displays whereall original outers no singles,
suggesting a shift away fromperfectly arranged individual
items.
Speaker 1 (07:06):
It almost sounds like you know lean manufacturing
principles but applied to retail.
Imagine a retail world wherepromotions were simpler and
maybe less frequent, or perhapsmore frequent but simpler,
removing that operationalcomplexity.
Or if you could just send bulkoverstock back to the DC instead
of marking it down endlessly instore.
(07:26):
What if deliveries were better?
Forecasting of hot food to growsales and zero waste, maybe
using dynamic pricing for hotfood based on demand.
Time of day.
Speaker 2 (07:41):
And another truly groundbreaking idea in there,
digital twins live for everystore.
This implies a complete virtualreplica of each store, updated
in real time.
Imagine that.
Remote monitoring, predictiveanalytics, simulating changes
before they happen.
Other ideas, some practical.
Perhaps Induction was changesbefore they happen.
Other ideas, some practical.
Perhaps Induction was done inunder two hours by AI.
Super efficient onboarding, aself-service post office within
(08:04):
a store, using spare space forthe local produce providers.
That's a fascinating way togenerate revenue, engage locally
, build community.
And practical stuff like autodate checking for freshness,
outsourcing, cash counting.
The document even brieflymentions salary sacrifice here,
hinting at new ways maybe tomanage employee benefits and
costs, offering more flexibility.
Speaker 1 (08:26):
But you know, every big idea has a flip side and the
source wisely includes asection on unintended
consequences, Things like lossprevention, work creation.
It's a sobering reminder, isn'tit?
Solving one problem cansometimes create another.
Speaker 2 (08:39):
Exactly.
And if we connect this to thebigger picture, yeah, many of
these efficiency solutions.
They could inadvertently createnew problems.
For example, if you reducestaffing or move to that no
stock counting idea, maybe theftincreases, which then requires
more security measures.
You know, like those images wesee locked toothpaste items
behind glass.
Those are direct responses toloss prevention challenges, ones
(09:01):
that might get worse with lesshuman oversight.
Speaker 1 (09:03):
Right.
It also brings up criticaloperational issues like how
storage is often inefficient andin a poor spot, Suggesting
solutions like maybe lockers,potentially in the car park for
click and collect, Clever use ofspace.
Speaker 2 (09:17):
And the document highlights this potential
paradox too While parcels drivefootfall people coming in to
collect things, the extra staffneeded for those delivery tasks
might be left not occupied later, once the rush is over, which
leads to a really criticalquestion what is the staffing
model?
With rise of SEO, self-checkoutchanges everything.
It also points to the need forautomating task planning and
(09:39):
admin for stores.
Think of the manager time thatcould free up.
Speaker 1 (09:42):
Yeah, absolutely, and a common pain point for
retailers just having more stockthan needed, which creates
double triple handling,constantly moving stuff around.
The clear goal here seems to bemoved to closer to just in time
for stock, mirroring those leanprinciples we mentioned.
Speaker 2 (09:57):
Exactly, and the document also stresses the
importance of doing regularefficiency studies.
You can't just implement andforget.
You need to refresh ideas,validate process changes like
what's the full impact of UberEats delivery, for example
constantly reassess.
It also emphasizes modelintegrity funding the output,
basically making sure thefinancial and operational models
(10:18):
justifying these changes arerobust.
Do they accurately reflectcosts and benefits?
Does the funding truly alignwith the output achieved?
And this applies across theboard, across other business
units pharmacy, funeral travel,coffee shops a holistic view.
Speaker 1 (10:32):
This all ties beautifully into the
productivity roadmap and thesummary points, which really
distill the essence.
What stands out to me is theclear, actionable guidance.
Things like manage change viathe workload model to ensure
fair funding, drive ATV, averagetransaction value always
important and the absolutelycritical principle get the right
(10:52):
work done or the right role atthe right cost.
Speaker 2 (11:01):
That last point is so key and maybe, just maybe, the
most powerful insight from theentire document is its call to
stop NVA processespre-digitization NVA meaning
non-value added.
What it's saying is identifyand eliminate any activity that
doesn't add value before youeven think about automating it.
Don't just automate a badprocess right.
Get rid of the bad processfirst.
It's a profoundly efficient wayto approach change.
Speaker 1 (11:18):
What an incredible deep dive.
We've covered so much, from thehidden costs of just putting
stock on a shelf to imagining aworld without store managers in
every store.
It's clear that moving beyondthe easy stuff well, it requires
truly creative thinking,doesn't it?
A willingness to question everysingle assumption.
(11:38):
It feels like a powerfulroadmap for an industry that's
just constantly in flux.
Speaker 2 (11:42):
Absolutely, and you know, knowledge is most valuable
when it's understood andactually applied.
This deep dive really shows usthat the future of retail isn't
just about throwing moretechnology at problems.
It's about smarter processes, adeeper understanding of true
costs true value.
Speaker 1 (12:10):
It really boils down to that Getting the right work
done by the right role at theright cost.
And what new, perhapsunforeseen, forms of value might
they offer to customers?
Something beyond just simpletransactions and thinking about
the people still working there.
What entirely new skills mightbecome absolutely essential for
that human element in theseevolving spaces?
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