Insights|Why Keeping an Entrepreneurial Mindset is Vital

Why Keeping an Entrepreneurial Mindset is Vital

In his EmpowerCX 2019 Americas opening keynote, Sitel Group President and CEO Laurent Uberti reflected on what is one of the most challenging times in history in terms of politics, economics and technology and explained why the key to thriving is to be ‘Antifragile.’

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Laurent Uberti on Why Keeping an Entrepreneurial Mindset is Vital
by Sitel staff May 2, 2019 - 2 MIN READ

The only way to continue performing and to continue meeting the needs of clients is to build a company that doesn’t simply survive disruption, but actually gains in terms of strength and capability when the business environment is at its most challenging.

“We need to become ‘Antifragile,’” said Laurent Uberti, Sitel Group’s president, CEO and founding partner as he opened EmpowerCX 2019 Americas in Fort Lauderdale, Florida. “We need to develop the skills and capacities that mean the more pressure you’re under, the stronger you become.”

Becoming Antifragile

The term, ‘Antifragile,’ coined by Nassim Nicholas Taleb in his book of the same name, is a philosophy for navigating unpredictable political, economic and cultural events and, considering the current environment, nothing could be more apt.

“When we look at 2019 no one can deny the world is more uncertain than ever,” Uberti pointed out. “The world is changing. Politics is a mess. Many economists are saying we are heading into a financial crisis. In technology, AI algorithms and robots can bring a lot of opportunities but also a lot of threats and risks.”

All of which is why, as a global corporation with 400-plus clients, Sitel Group has a responsibility to continue adapting and to stay ahead of the curve in terms of technology. And, according to Uberti, that means keeping an entrepreneurial mindset, being innovative and staying as close as possible to the market.

Entrepreneurial mindset

“As entrepreneurs, it’s vital we stay true to that mindset. It’s essential but not so easy when you’re 75,000 people around the globe,” stated Uberti. “You have to anticipate and identify trends, risks and threats. We must be agile – that means keeping things simple and adapting ourselves to the verticals and mindsets of our clients. Our organization can’t be more complicated than that of our clients.”

It also means failing fast and staying unsatisfied.

“We have to always be able to say we can do better and to see every threat as an opportunity,” explained Uberti.

An interface for ideas

In terms of innovation, it has to be at the very heart of the company. And that is only going to happen by building out and continuing to invest in the ecosystem of expertise that surrounds the core customer experience (CX) management business.

“With our capabilities we have a duty to keep bringing new things to the table – things that can change the game,” Uberti said. “We should be an interface between brands and new ideas.”

While in order to keep close to the market, it requires a structural change where every country has a management team that knows the environment, the culture and the people. It’s a change that the company has been undergoing for the past two years and is now complete.

“This is a changing, challenging world and a changing environment,” said Uberti. “It’s why we are transforming to support you better and better. It’s what makes us the best partner for supporting you now and in the future.”

Watch Laurent Uberti’s full keynote here

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