Digital Disruption Based On Design | A Must Watch By Digital Entrepreneurs | By JJ De La Torre

And turn it into a customer or a client. The way to get there is by truly understanding that audience and being able to use data to turn an insight that they can be actionable and create a singular experience for that person. You need to understand that it's about trial and error. Hi, how are you? My name is J.J. de la Torre. I'm a digital maverick and expert in digital transformation and digital disruption. I'm making this exclusive video for the Internet Moguls of the World School. Thank you, Avi Arya, for inviting me to share my work. In today's class, I will be talking about design and how to create disruption starting from this component design. So welcome to my class. We're going to be talking about disruption based on design. My name is J.J. delatore. I'm a managing partner of Virtus Digital. I'm considered one of the top 18 digital transformation leaders worldwide. I've been also considered one of the top five digital influencers. I have created more than 200 digital transformation projects. I have been an advisor for the ocd, the VIT and the un and I've been an entrepreneur, an investor and a mentor. Here you have my contact details in case you want to reach me after this class. So today we're going to be talking about disruption based on design. And I will be talking about four key things. One, what we consider a new game. It's a new game that brings new expectations, new challenges and new opportunities for corporations, entrepreneurs, and in particular, everyone that is looking to embrace digital as a way of transforming an organization or a business. Second, we're going to be talking about design experience, how design is so important and is embedded in everything that we do that we need to consider. When we're creating new strategies, then we're going to be talking about how to move forward, how to take concept number one, the new world number two, design experience to actually move forward. And four, I will be giving you some recipes that we consider and we call it a cocktail where you can combine these elements and use it for your organization, for your business, or for anywhere that you want to apply. So let's start. So digital transformation evolution in the new context, it's a new game. We have new technologies that are changing how we live and how we experience the physical world. Today. We live in a world of unprecedented change that actually is forcing us to actually permanently reinvent ourselves, our businesses, our business models, our expectations. We live with new realities where our customers and our collaborators are expecting a new way of engaging. They are looking for disruptors that are the ones that are coming and are creating these new realities and what these guys have done, they have basically changed the bar between what we used to be doing. 75% of new customers will switch their traditional business if it was easy to do. So for three out of four customers will actually change your company if there is an easy way to do it. So what is digital transformation? First of all, it's not technology. Technology is just an enabler. We see many clients and companies that confuse this concept and actually start and end digital transformation with technology. Put technology at the forefront, go and start buying new platforms, new technologies, and thinking that just by making those investments they are going to be able to transform their organization. It's not also to refocus on the Internet. We see many organizations that actually focus on opening new channels and creating Internet access for their customers and thinking that just because they open a new channel, they are transforming itself. It's not to digitalize your business. And this is maybe one of the biggest mistakes this week. We see organizations focusing on taking the same processes and using digital technology to make it better, to make it more efficient without evolving the business model and most of the time negatively impacting the customer experience as a result of this effort. It's not being digital if you're a brick and mortar company. If you have not been born as a 100% digital company, don't try to be a digital company Company focus on understanding your DNA and re understanding your assets and from then evolving and transforming. So what is digital transformation for us is to create a new relationship with your clients and collaborators based on experience, enabled by new or evolved business model and powered by data. Powered by data, new business model and focus Persona relation based on experience. These are the three components that when we find it, we will be talking about digital transformation and why the concept of experience is so important. 63% of consumers globally are willing to pay more for an experience. Even the low end population segments, nobody's looking for a product and service undifferentiated. Nobody is looking for a commodity. People want experiences. And when we focus on experience, we started to build digital transformation. So let's go to the second chapter of our presentation today, Design Experience and how we can transform organizations based on design. First of all, let's understand and put it very clear. Design is always present in our life. Every single day we interact with artifacts, people, machines that has been designed. And every time that we design these components, we need to detach from creative process, from aesthetic process, and also from a look and feel perspective to use A definition that I consider much more relevant to these days. Design is the relation that goes governs the interaction between people and entities. And when we talk about relation, we talk about the symbiotic relation between people, between us and tools, machines, or different elements that we want to relate and interaction that doesn't need to be explained. A good design will drive your behavior. And this is one of the key components that we find out. When we create interactions without an explanation, without a manual, without someone that needs to actually teach us, we're able to interact with other elements and we're able to drive behavior on people just because we're designing. And finally, it's about people and objects. The way on how you create design will drive different ways of interacting with people. In this case, you know, this is a very long table that we can see in this picture. If we're going to have a meeting in this single setup, we'll have one sort of interaction. Then imagine that we have exactly the same people, but without a table. Everyone is now standing different interaction. And then let's imagine that is a very long table, you know, and I'm sitting one side and everyone else is sitting in the other side. Other type of interactions, the why on how we arrange people and how they relate between objects would drive an interaction. So transformation by design and why design is the key to the success of a business. First of all, let's consider that 95% of first impressions are design related. Which means that design is much more relevant than we think and is not only an aesthetic thing or look and feel thing. It's about, as I was saying before, how we interact, how we arrange, how we drive experiences with other people and between us. And even if we see in terms of, you know, how you pass judgment on a company or a brand, 75% of the judgment, or how you're going to basically be judging a company, a new brand, a product is design related. So once you open a product, once you start interacting through something without even using it or purchasing, you already pass a judgment. Three out of four times that judgment will be based exclusively in design on how you're perceiving this component. And in the case of digital elements or digital experience, it's even more dramatic. 85% the interactions will be based on the first seconds on how I perceive the relation with you and your company. But good design is extremely complex. You know, to generate good design is not just about to put in colors or putting elements or trying to create a nice interface. It's about how you can drive behavior with your customers, how you can basically, you know, using the free components that I mentioned before, being able to drive a specific reaction from the customer that you're targeting. So let's take these ideas into actions and let's see how innovative design can be a true game changer in terms of the experience that you're building, the value proposition that you encapsulated, the business model that you are conducting, and how all this gets together to drive the organization forward. And I think a great example here is what's happened between Nokia and Apple with the traditional Nokia phone and with the iPhone. IPhone has never been a better phone than a Nokia in terms of battery use, coverage, etc. As a matter of fact, when iPhone came to be the market, Nokia used to make fun of the iPhone because the coverage was so poor, you know, and you have so many phone related issues that basically didn't make it a better phone. However, what Apple did with the iPhone was to encapsulate the way of how a phone into a new completely brand experience that move away from nobody. Consider an iPhone from a phone perspective, but rather from a companion perspective where you can do much more things than just making phone calls. As a matter of fact, your relation with an iPhone starts much before you start experiencing or making the first call. Start when you get your books and when you unbox that iPhone, when you experience the process of actually taking the phone out in an amazing experience fully of delightful moments. And that truly encapsulates the principles of design that I have been discussing with you today. When I take out that phone, I already built a relation with the brand and with the product that goes beyond making. So then it's become completely relevant for me if this is a much better phone or a worse better phone. I have a new relation, so I'm going to judge the relation based on features that are completely different. You can think, for instance, how many of you still have that box of your algorithm. Now think about it, why you have the box. I have asked this question all around the world and I have got answers like it's too beautiful to throw it away, I put things inside, I didn't feel good by discarding them, etc. Etc. And this is a recognition to the type of relation that Apple has been able to build with us by reinventing completely how product category and turn it into a companion that goes beyond just making phone calls. Other examples of these we can see. For instance with Uber there is a disruptor that basically has not only encapsulated a better way of moving from one place to another, but started from, you know, symbiotic relation between the end user, the customer, the taxi driver, and a platform that basically combines and handles this relation. But also they have to continue evolving this value proposition, adapting and adding new elements that actually enrich it. And by solving new problems for the end user, they make the platform and therefore the value proposition more relevant. Another example is Airbnb. Airbnb with a focus on design, a focus on really transformation and how to continue evolving. They recognized that their value proposition was incomplete if they were just giving to the customers, to their customers, an accommodation where they can stay. So they introduced the concept of experiences that makes great accommodation with great activities to do that. All of them are curated for host and for people in a completely closed social environment that allows a way of interaction with them that is, you know, unprecedented in a normal perspective. And again, you know, from a complete user centric approach that start by understanding deeply what were the concerns or of the travelers that were going from their home to some Airbnb accommodation. And some of them, you know, didn't know which experiences, which activities to do. Airbnb took this need and turned it into an evolution of their value proposition. So by putting design at the center, you know, we start being able to take a value proposition and consume, continue evolving it and evolving. And a similar example we can see with Spotify and Spotify running, you know, an app that actually acknowledges that one of the key activities that Spotify users are doing is actually running and encapsulating the best experience of music with a nice experience of running and getting together into a new value proposal. So the ability of actually continue being reinventing your value proposition, starting from a design perspective, that is building experiences is one of the common trends that we will see in companies that embrace this concept of transformation by design. You put design at the center of everything that you do. That design start by deeply understanding your consumers and your customers. And because they're constantly reinvent themselves, because they constantly is changing the way on how they interpret the world and your value proposition, that value proposition keeps evolving. So starting from this trend, let's see how we can create unique experiences based on design. And as I was saying before, customers are permanently reinventing their minimum expectations. And we have this saying here, that is the last best experience that anyone has anywhere becomes the minimum expectations for the experiences they want everywhere. What this is saying is like experience is liquid experience will constantly reinvent itself, will continue evolving. And that evolution what is going to make for us as a Company is we'll need to start to constantly be battling by reinventing our experience. So when we talk about value proposition, when we talk about experience, this is no longer a finite project. It's no longer something that we can grab. Now we'll call it a North Star. A North Star is something that it will guide us, but we'll never be able to reach. And we'll never be able to reach because it's constantly reinvented. Every time that one of your customers experience a new way of interacting with a different product, a different service, a different experience, even outside your industry, if that experience was good, it becomes the minimum way of accepting how to interact with you. And this is so dramatic because what's happened today is like if you use one of the digital disruptors, for instance, and you have an issue with the customer, with the service, and then you complain and then you get dissolved in a matter of minutes, the money that was charged returned to your account and you're happy with that experience, that becomes your minimum expectation. So the next time when you go to your bank, your telecom, your insurance, your water company, your electricity company, the legacy company, and you have an issue, your expectations in terms of how this needs to be handled is the way on how the disruptor basically handle it. And because three out of four of all of us will churn from our traditional companies if it was easy to do. So if there is a disruptor that comes and disrupt, this way of actually helping handling things will move very quickly to them. And this is what we're seeing worldwide in industries that has been disrupted, while the legacy companies and the traditional companies and the incumbent keep trying to evolve all value propositions in the same traditional way that is inside out is like thinking from my perspective of a company what I should offered to you and not really starting by the end, customer disruptors are coming and with complete liquid experience are reinvented industries, business models and relations with customers in a complete new fashion. And this become extremely relevant because another statistic is telling us that nine out of ten consumers will not return after a bad experience. However, most of the times when you're dealing with an incumbent, when you have difficult ways of exit, strong exit barriers from that incumbent, you will just have to return because there is no other chance or it's so painful to move from one telco to another, from one bank to another, from one insurance to another, that you basically said, okay, whatever, I will stay as soon as disruption arrives, this change, and I will not consider or handling that bad experience anymore. And I Will just move to the disruptor or the one that has evolved. So we see this in a very extreme component where organizations that continue operating at this as they have been doing it for years, they recognize that 70% of their projects fail because they do not put the customer at the center of that project. So we start with the wrong assumptions, we take too much time, we try to do everything perfect and once we put in, the market is not consumed. On the other side, when you concentrate on building a value proposition that start with the customer, you will get hundred return over one dollar invested. So it's absolutely the way to go why you want to continue operating in the same way, putting design at the end of the process, you know, starting project that does not conceive the customer at the center of it. Whereas on the other side, if you start with a completely different approach, you will get $100 return over every dollar that you invest. It's an absolutely no brainer. Let's see some examples of this. This is one of the most common example that is used to illustrate how you can be focused on a product or a service, be talking about features, be talking about, you know, component specifications, and on the other side, create the same under an experience. The story tells that the designer that actually created the MRI 4 GE, he was very, you know, comfortable, proud of the work that he has done until somebody close to him, a kid, a boy, have to get into an MRI and experience the painful process for a small kid to actually get into mri. He was not only afraid, frightened by the process, he was, you know, extremely disturbed. By going into this noisy machine where this designer has created a product and service, not thinking on the patient, in this case a kid, but thinking more on the doctors, the nurses, and even the general managers of the hospital that was the customer for whom he was designing. So again, a traditional example of we design or we create a value proposal inside out, thinking that we're solving a problem instead of actually going and realizing what is the real need that the customer had. After this, he go back to the drawing board and he realized that the way to go into this was not about a product or a service, that he needed to build an experience. He needed to build an experience that can solve the troubles, the issues and the problem pains that the small kid was having when he was getting into an mri. So he created a theme MRI machines, some of them with the space, you know, going into into the Ocean, the Jungle, etc. He developed scripts for the doctor and the nurses, he created, you know, uniforms, he created A whole story very similar to going into a theme park that then every time that a kid was going to go into an mri, the same story was played. So he turned something that was product service into an experience. So now let's get into the shoes of like your father or the mother of a small kid and you need to take them to take an mri. Which of the two were you prefer? The one that is based on a product or a service or the one that is based on an experience and is actually solving the problems and the issues and the pains that your kid is having. So who will win? In our perspective, experience will win and transformation based by design will win. Because it has the ability to transform all industries that are becoming obsolete into new value propositions that can be tailored to each one. It has the ability to transform a conversation about fear. It has the ability to transform a conversation about products, services, features, specifications and characteristics into a gala conversation, conversation about experiences, feelings and relations between people and objects and elements. So it's a completely new way of actually understanding and presenting and evolving a value proposition. One that start mainly from the product and from the product of a company, push it to the end user. The other one that actually start from the end user, from a customer, from understanding deeply what are his issues or her issues, the problems and opportunities, and designing an experience that will relate with him and will connect with the inner perspective of that person at the end. It's all about experience. So let's get now to our third chapter that is about how to move forward and actually how to take all these concepts that we have been discussing and use it and apply it either to create digital transformation or digital disruption and always powered by design. To do so, we have craft a concept that we call digital revolution, which these are in the middle. And before we get into what is digital revolution, you will see in this chapter that first of all you will need to make a choice of the width. What are you going to do? And second, we'll give you the tools on how actually to do it. So make a choice on what, what is the what that you need to select and you need to take a decision. Either you're going to go for evolving your core business, the core business of your company. What has built the company, what has created the asset, what has created the business model and experience. And here we're going to be looking for an evolution that will first transform the value proposition, transform the customer experience, transform the business model, and transform the way on how we're doing data and using technology on the Other side, we have what we call a revolution that is about building disruption, building something new outside the core, exploring into to the new, anticipating, encouraging new things that most of the time will be based in reinterpreting or reassessing some of the assets that you have as a company, but looking it into a different manner, into a different way or other times will be by building completely new assets and new propositions. You need to make a choice. And the choice will have impact on the level of transformation and the level of value that you are going to be able to create. Before we're talking about digitalization. Just as an order of magnitude, digitalization will be one exit. So if you digitalize your company, if you take a process and basically you get some efficiencies, use technology to amend it and to improve it, you will get an impact of 1x. If you take the same process and you apply transformation by design, you get an impact of 5x. So 5x value you are going to be able to build. And if you actually go and create a disruption over that process or over that business model, you will get an impact of minimum 10x. So you need to make a choice. Of course you need to this digitalization, because we already said that it's something really for the short term. And what it's going to be doing is threatening the position of your company in the middle and long term. So now it's about either I go for transformation or I go for disruption. It's very important that you make the choice. It doesn't mean that is the only thing that you're going to do. No, but you need to make a choice. You need to starts some way. You cannot start by doing the two at the same time. Companies that have started to do it in that way have gained it into what we call the corporate gravity or gravitational component of a corporation. That basically is as soon as the disruptions start taking off, because I have not transformed enough my core business, I will take that disruption, bring it into my core business, killing the disruption and also reducing the two speeds to the minimum speed of the two. So I get the worst off of the two cases. If I decide to actually commit from a starting position of zero to actually execute the two at the same time. And in this sense we'll see that this, this transformation, this digital revolution will be a combination of new assets, new capabilities that are there and usually in the organizations are scattered and not intersecting. We need strategy, we need creativity, we need innovation, and we need technology to actually start evolving or building revolution into your Business DNA. So now let's get into the how. And for this we have created our cocktail. Our cocktail has three components. First of all, it's about creating and building experiences. So create experience how we design them. First, we need to start by truly understanding the needs. And we said this before, you know, we talk about how important is to focus on the clients and solve their problems. You know, designed to really fulfill, you know, a need wisely. And I love this example because this example is a great example of design, but it's not a great example of design experience. It's a great example of design. This coffee cup actually has won many design awards for its creativity, its art, etc. But is completely useless for the purpose it was conceived. That is to drink a coffee. Just imagine what will happen if you try to drink a coffee with that, with that coffee cup. It's designed. Take it to an extreme of creativity that is losing the connection with the need that is trying to solve. More important is not driving coffee cup its design. Take it to an extreme of Christ that is losing the connection with the need that is trying to solve. More important is not driving any behavior, if any behavior, I will not drink the coffee. Which is exactly the opposite that we intended to do. Second, it's about putting your clients first and starting that definition and that creation and that conception from your clients. In this example, you have two ways of consuming and conceive a product on. The first one is brand centric, is company centric. But as we all know, we have always a problem with this ketchup bottle because at some point we need to start to tilt it and smack it back to try to get some of the coffee out in the other one. It started from fixing a problem that was created by the company and now you just squeeze and you always going to have ketchup ready to be consumed. So one starts and ends with the consumer and with the client. The other one starts and ends with the company. We need to go with the formal. Third, this is about an iterative process. This is about understanding that we need to continuously reinvent and evolve design. A, as we said before, is not static, it's dynamic, it's fluid, it's liquid. And for that we need to understand that we will need to iterate, we'll need to make mistakes, we'll need to adapt and we'll need to learn on how users interact with the designs and experience that we're creating. 4. Design needs to be holistic. When we talk about design and experience, it's not about getting One interaction. Right? Right. It's not about getting the moments of truth right. It's about getting the entire experience right. Because we're measuring experience and we're not measuring customer service. That is a performance component. We need to get everything into a holistic exercise, surrounded, compelled, and actually understood from a single perspective. That is that you're building and experience in this example. Example, It's a great example of designing experience wrongly executed. One is going to be able to convey, you know, and open the door. The other one, if you ring it by mistake, you might evacuate the building. The two are too close. The two are not building an experience. The two generates confusion. And this exactly happened in many organizations that start evolving one channel, one interaction with the customer, one front of the storefronts, one of the touch points that they have, instead of evolving everything in parallel and consistency. So I get a channel or an interaction working extremely well, and the other one extremely poor. If I measure the customer experience, I will always go and measure the lower point. Nobody values customer experience for the higher points. I value it for the lower point. So I need to move consistently up and not generate this inconsistency. And last but not least, it's about simplicity. Building and creating a design experience is about realizing and taking and developing the most simple weigh. You know, the problem that you're trying to solve. It's about being so clear in the value proposition that it doesn't need an explanation. It's about being so clear in the interaction that we're trying to make that it doesn't need to have, you know, a way of actually putting it together, explaining it, etc. It's a way of I create a design experience that is going to drive my consumption. It's going to drive my interaction action just by how simple it is. Let's go now to our second ingredient of our cocktail. That is about taking care of the entire relationship throughout the life cycle of our customers. The life cycle of our customers is conceived by three clear steps. First is about planning, is about where you build the relation. It's about when you start engaging. You are like planting a seed of what is going to be this relation. Remember that we're trying to build relations, not transactions. We're trying to have audiences that we nurture, not clients. We're trying to get audience that at some point convert into clients, but at some point they might not be a client and they might continue to be an audience all time. And that's fine. You know, what we're trying to do here is to plant the seed to create this relation. After that we get into a step that we call experience. That is actually when from an audience I become a customer or a client and I consume the product, I consume the service, I go through the experience that you have created and nurture for me. And after, after that comes the remembering. I no longer consume the product, the service or the experience. But now I can be a promoter, I can be a detractor. I can help you to actually achieve and interact in a different manner. I can help you to relate into a different manner. Most of organizations only focus on the experience side, on the experience step and forget about the planning, forget about their remembering. So when I'm doing that, I'm just handling a conversion game. I will put a valuable position out there. I will bombard you. If you're able to convert into my valuable position, great, you become a client. If you don't convert, then you disappear and I will retarget you to try to get you again to come back and convert. I'm not building a relation, I'm not creating in know, an audience. I'm not creating a sustainable path on how to design an experience. Instead, I'm just bombarding, you know, potential customers with a conversion game. This is not what we want to do. We want to start with the planning. We want to start by planting the seed. We want to start by building and nurturing an audience and nurture it until it might convert and go through the experience. And after the experience, we want to, we want to close the loop with remembering something that actually help that audience that becomes a client to become related to our brand, our value proposition, our experience, and come back again with the planning and with experience. And in this concept we see that the consumer behavior have evolved and now they truly demand a balance between the physical and the digital interaction. Especially with the Pandemic and Covid, you know, we go to physical interactions only if those are going to be meaningful and are going to be value for us. And in that sense, you need, we need to focus on searching and creating unique and symbiotic channel experiences for our customer. I hear omnichannel isn't always the solution. We see so many companies obsessed by building omnichannel experiences when what you have to truly create is a symbiotic relation between your channels, where actually I can relate with the right channel in the right manner and in the right way for the purpose I'm intending to consume for the type of experience that you're going to serve to me. And because we are the ones designing the experience. We can decide how we're going to use our channel. And this is so important. It's a big mistake to try to have all the channels delivering the same type of experience because the channels are different. And therefore we need to deliver the experience that is catered for that channel in that particular moment. And that is so important that we get it right when we start combining a physical and a digital. So let's get there into our third ingredient of our cocktail that is about these specific drivers to define new solution. What I told you before, that is this backpack of six ingredients, six components that we have inside. And that basically it's going to allow us to take the number one ingredient of the cocktail, the number two ingredient of the cocktail and and now spice it up. First of all, is a business model. Every time that we're going to be building this transformation by design or disruption by design will mean looking at the business model, how to evolve it or how to reinvent. We'll also look for what we call the playbook experience. How we can define a vision for an experience that as I was saying before, goes through the, the process, through that three steps that we mentioned before in a consistent manner, but at the same time in a manner that is catered for specific channels and processes and experience that we're intended to have in each of the touchpoint. Third, and this is one that I like very much, is about turning data into actionable insight and generating, you know, ways for you to actually create personalized, offer personalized experiences for each of your audiences. So remember, we're taking an audience and turn it into a customer or a client. The way to get there is by truly understanding that audience and being able to use data to turn an insight that they can be actionable and create a singular experience for that person. Loyalty is a fourth one that it's extremely important. Loyalty was something that has been there since the 70s, the 80s, but now with the power of data, with the power of technology, we're able to combine a business model, playbook experience, data and actionable insight with loyalty. Put it together and basically team, minimize and change any business model into something that is loyalty related. Digital channels is also very important and use it as a new way to connect customers, to relate with them. And finally is the wow factor. We need to have those moments of true and we need to have those moments to absolutely enlighten them and absolutely, you know, shining and with a true wow factor that will take us into a way that is completely different or somehow different. To some of our competitors. So this is our cocktail. And if you start combining these three ingredients together and to build transformation by design or disruption by design, you will be able to start transitioning, transforming and evolving. But here comes, you know, the last concept that I want to share with you today. That is the concept about viteci. In order to be able to create digital revolution, either evolution or revolution, you need to first detach, you need to first abandon some of the things that make you successful, abandon some of the practices, practices, some of the way of operating and really being able and open to reinvent and design unique experiences. And I love the example of John Leguer. John Leguerre was an executive of AT&T in the US. You can see it here in the picture on your left. And then he became, you know, the CEO of T Mobile. Well, he went to T Mobile. He decided to actually reinvent completely the experience, the business model and the way on how they were using data in T Mobile. He wanted to challenge the key principle of how telecom companies have built their value proposition and their relation with the customer. But to do so, he needed to detach and reinvent himself. So he turned from these very classy executive to this kind of like I would say more digital hype leader that actually was able to drive this force that turned down every single design, prerogative or fundamental that the telecom industry had at that point. Elements such as, you know that your plan needs to be there and it's very difficult to change it. The fact that if you don't use some of the megabytes or minutes, it will go away. He created a whole new value proposition that encapsulated this way of rethinking the business model, the experience with the customer and how they use data. This is an iterative process. And when we get into digital revolution, you need to understand that it's about trial and error. You need to understand also that it will imply new ways of working, new methodologies. You know, we have design, thinking, design, Sprint, Agile, Scrum, all of these great methodologies are helping us to actually do and evolve the way on how we actually create and conceive value proposition. It's very important that when you embark into this journey, you first understand where are you today. You actually analyze. Either you are in a growing phase of your core business. Are you challenging? Is your industry being disrupted? Is your industry willing to drive disruption? How is the regulatory market? And after that, basically you go through our cocktail that we see today and start creating digital disruption. We believe that this has never been a better moment to innovate and evolve than today and thanks to the power of technology and actually to really embark on digital revolution. So my question for you today is are you ready for this digital revolution? I hope you enjoyed the class we did for the Internet moguls of the world. If you like this video, please subscribe to this channel and check out my Twitter account. My Hero story is about someone who has worked with corporations, NGOs, startups, helping more of 200% of them to transform or create digital disruption in four continents. I start, I started very early in my career with creating a startup. I sold it, I created two more startups. I have been in consulting, I have been a corporate executive and today I have mentored more than 150 entrepreneurs, invested in 14 startups and now I'm doing digital consulting and transformation for organizations around the world. I hope you enjoyed this class. Stay tuned. Take care.