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Stan Vlasimsky helps companies envision and navigate complex transformations leveraging technology to achieve business outcomes. He is currently a Senior Vice President at Pariveda Solutions focused on digital transformation and helping clients navigate change with a particular focus on innovation, operating with a product mindset, organizational health and leveraging emerging technologies.

Formerly, Stan was a senior executive at Accenture, where he spent 25 years working across the Americas, Europe, and Asia focused on large scale global change initiatives, operational excellence, and technology modernization. He has had the privilege to serve some of the leading companies in the world, including Toyota, Walmart, ExxonMobil, ChevronTexaco, and AmerisourceBergen amongst others.

Episode Links:  

Stan Vlasimsky’s LinkedIn: https://www.linkedin.com/in/stanvlasimsky/ 

Stan Vlasimsky’s Twitter: @Pariveda_Inc

Stan Vlasimsky’s Website: https://www.parivedasolutions.com/ 

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Outline: 

Here’s the timestamps for the episode: 

(00:00) – Introduction

(01:30) – We were moving to a more virtual world and we have been for a while, but then all of a sudden over a span of a few weeks  everything was accelerated. How do you make teams effective and motivated where we're used to walking around having team lunches, mentoring, and recognition and all those things? How do we make human relationships?

(03:13) – We've been experimenting with how you scan things, all the collaboration tools we use with our clients we're now having to use with our employees from a career growth perspective.

(06:19) – The most complex algorithm that exists is the human brain and how humans interact with each other, and that's the most challenging thing.

(09:22) – Leveraging both what we do internally and expanding that out into the broader ecosystem condition to other third parties as well. We're doing five or 10 years in five or 10 months. 

(10:57) – We have been changed forever to some extent and we'll have to deal with that new normal and much of that is positive and some it's going to require some more work.

(18:19) – Productivity measured in output of the consulting work we do or to clients has actually gone up.  As we've reduced some of the friction cost of commuting and all those things that happen and then there's an element of, even though we're a very employee friendly company, everybody has seen people in their ecosystem be impacted, furloughed, laid off, whatever. So,  there's an element of the Hawthorne effect, which is ultimately when people believe they're being measured, their productivity changes or generally improves.

(22:22) –  There's going to be  a lot about people and a rethinking of what the models are for things such as restaurants or retail and malls and all the things are going to be similarly impacted as people try to figure out they need a certain density of customers. 

(25:58) – This is going to test every organization, every leader, agility and product and all those are digital, all of the words that we like to use right now, but it's real at this point in time either you figure it out or you don't survive.

(28:32) – Contactless payments helps perhaps with restaurants. The core of this is being able to simplify payment transactions.

(32:14) – It can all be underpinned by ultimately automation, those processes that have traditionally been more manual, but pushed in more traditional ways through different organizations and such again, going back to as things get more digital, that's going to happen. It'd be accelerated because there's so much more data to deal with and every day there's so much more data.  Again, it's never going to add to now the worry is what do you do with the data and what do you do with Intelligent data, because there's no longer a lack of data. It's because I got too much data. 

(35:37) – We're going to be in some sort of hybrid world and  your comments about European flare brands, recognizing what the consumer wants is going to be even more important than it ever was and you're going to have to morph to a hybrid so rather than saying the strong sales experience, people value product expertise, so rather than saying, then having somebody, this is the sales person, this is a person that can help you pick the product.

(38:48) – How do you continue to build those communication skills in a world that is remote? For others of us, it's going to be about empathy.