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CX: Juan Araya, (Lessons Learned)

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Manage episode 249731382 series 1432771
Content provided by Seth Adler. All podcast content including episodes, graphics, and podcast descriptions are uploaded and provided directly by Seth Adler or their podcast platform partner. If you believe someone is using your copyrighted work without your permission, you can follow the process outlined here https://podcastplayer.com/legal.

Juan Araya discusses structuring for scale from the eyes of the disruptor and disruptee—both of which Juan knows well. Juan reminds us that before making any actionable change, an end goal must be set. Next, Juan discusses the role speed plays in structuring for scale. Some industries need to move faster than others, which affects their decision making. In the case of Uber, Juan understood that transformative technology supported the speed of change Uber strived for, even more than the other scaling components: people and process. On the flipside, scaling legacy organizations quickly and through technology-first means isn't conducive to success. His new role with Stryker moves slower and with an enterprise-wide intention different than Uber's, which Juan details well. Finally, Juan paints a metaphor between scaling and art.

  continue reading

100 episodes

Artwork
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Manage episode 249731382 series 1432771
Content provided by Seth Adler. All podcast content including episodes, graphics, and podcast descriptions are uploaded and provided directly by Seth Adler or their podcast platform partner. If you believe someone is using your copyrighted work without your permission, you can follow the process outlined here https://podcastplayer.com/legal.

Juan Araya discusses structuring for scale from the eyes of the disruptor and disruptee—both of which Juan knows well. Juan reminds us that before making any actionable change, an end goal must be set. Next, Juan discusses the role speed plays in structuring for scale. Some industries need to move faster than others, which affects their decision making. In the case of Uber, Juan understood that transformative technology supported the speed of change Uber strived for, even more than the other scaling components: people and process. On the flipside, scaling legacy organizations quickly and through technology-first means isn't conducive to success. His new role with Stryker moves slower and with an enterprise-wide intention different than Uber's, which Juan details well. Finally, Juan paints a metaphor between scaling and art.

  continue reading

100 episodes

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