Speaker 1: One of the key mechanisms of the net promoter system that helps drive change and create a culture of customer centricity is the outer loop. The outer loop is where issues that cannot be resolved by individuals or small teams get prioritized and addressed. There are three essential characteristics to a good outer loop. The first is that it's robust. By robust we mean that the input to the outer loop, the ideas of initiatives, the problems that need to be solved, the opportunities that are pursued come from a variety of sources and that the full range of input is pursued. So not just the input that comes from the inner loop of the net promoter system but also employee suggestions, customer complaints, competitor analysis, technology changes, ideas from analogous or other industries. The outer loop takes ideas and input from a variety of sources, feeds them into its funnel and then prioritizes the issue. The second characteristic is that it must be rigorous. That prioritization has to be based on a solid understanding of the link between the issues and opportunities on the table and the financial and strategic outcomes available. So it has to be based on rigorous economic and financial analysis. How many customers will be impacted? How significant will that impact be? Will we generate price realization, retention improvement, cross-sell opportunities, cost savings? The third characteristic is that the outer loop has to be transparent. Now this is the characteristic that's not readily obvious to a lot of people. But transparency of the outer loop is crucial from a culture change perspective. Social employees are getting feedback each and every day through the inner loop of the net promoter system. And some of that feedback relates to issues that they can't personally resolve. Moreover, employees face barriers and hurdles every day in serving customers that they find frustrating. The outer loop is designed to take those issues and tackle them. Employees need to know issues that they've raised are being addressed, the criteria by which things are being prioritized and sequenced, where their issues lay in the sequencing, and when they can expect improvement, and when they're done, and what we expect to happen as a result. Transparency turns out to be perhaps the most important part of the outer loop because it's the grounding that gives employees the sense that the company has their back. A robust, rigorous, and transparent outer loop is essential for achieving loyalty, leadership, customer centricity, and a solid net promoter system.