When “Good Enough” Becomes Your Biggest Competitive Threat

The tea break should have been a moment of connection. Instead, it became a masterclass in how poor service destroys trust, reputation, and revenue in under 60 seconds.

The voice cut through the training room like a blade: “Every time I see you, I’m very scared.”

I was seated on the sofa, surrounded by fellow students during what should have been a routine morning break at a prominent training institution. The Training Executive had just made this deeply inappropriate comment, not whispered privately, but broadcast to everyone present. The intention was unmistakable: public humiliation as a response to legitimate concerns I’d raised about service failures.

But this wasn’t an isolated incident. It was the culmination of months of systematic service breakdowns that would make any business leader’s blood run cold:

• February: WordPress program disrupted by infrastructure failures, with half the scheduled learning time lost
• Multiple incidents: Billing confusion where invoices and receipts were treated as “the same thing” – a concerning compliance gap for an accredited training organisation
• June 16th: Demands for multiple payments during lunch and tea breaks for courses
• June 17th: The separate public shaming incident, followed by inappropriate physical contact when the staff member stroked my shoulder and upper chest for a good few seconds while chanting “I’m sorry, I’m sorry”

Each incident, viewed individually, might be dismissed as a simple mistake. Together, they revealed something far more dangerous: a complete breakdown of service culture that transforms customers into adversaries rather than advocates.

The aftermath was predictable yet devastating. A student who had planned to invest in multiple programs, including advanced certifications worth more than $10,000, began researching exit strategies instead of upgrade paths. One training organisation’s service failures had converted their highest-potential customer into their biggest reputational risk.

This story isn’t about one company’s struggles. It’s about the seismic shift happening across every industry, where service excellence has evolved from competitive advantage to survival necessity and why most organisations are catastrophically unprepared for this new reality.

The VUCA Service Imperative: Why Your Product Isn’t Enough Anymore

We’re operating in a world defined by Volatility, Uncertainty, Complexity, and Ambiguity: the VUCA paradigm that has fundamentally altered how value is created, perceived, and sustained. In this environment, the traditional business playbook has become dangerously obsolete.

The Product Parity Problem

Here’s the uncomfortable truth that keeps executives awake at night: your product advantages are disappearing faster than ever before.

Consider the training industry where our opening story unfolded. Every provider offers similar curricula, comparable instructors, and identical certifications. The course that failed? Available from dozens of competitors with virtually identical content, often at similar price points. The differentiating factor wasn’t the curriculum; it was the service experience wrapped around it.

This pattern repeats across industries:

Technology: Cloud computing features are rapidly commoditised. AWS, Google Cloud, and Microsoft Azure offer nearly identical core services. The deciding factor? Customer support quality, onboarding experience, and problem resolution speed.

Financial Services: Interest rates, loan terms, and investment products are largely standardised. What drives customer loyalty? The ease of account management, responsiveness to issues, and personalised service quality.

Professional Services: Consulting methodologies, legal expertise, and accounting practices follow industry standards. Client relationships are won and lost on communication quality, reliability, and service delivery excellence.

The unapologetic brutal reality: In a world where products can be reverse-engineered, processes can be replicated, and features can be copied, service excellence is the only truly defensible competitive moat.

The Amplification Effect of Digital Transparency

VUCA markets don’t just make service more important; they make service failures exponentially more dangerous. Consider how our opening situation could have unfolded in today’s hyperconnected environment:

• Social Media Exposure: A single LinkedIn post detailing the inappropriate behaviour could reach thousands of professionals in the training industry within hours
• Review Platform Impact: Google Reviews, Trustpilot, and industry-specific platforms amplify service failures beyond immediate customer circles
• Regulatory Scrutiny: Compliance gaps become public record when reported to relevant authorities
• Network Effects: Professional networks share service experiences, creating ripple effects that influence purchasing decisions across entire industries

The amplification equation is brutal: One service failure × Digital connectivity × VUCA uncertainty = Exponential reputation damage.

The Hidden Psychology of Service in Uncertain Times

Understanding why service excellence has become critical requires diving into the psychological shifts that VUCA environments create in customer behaviour and decision-making.

Heightened Risk Sensitivity

When markets are volatile and futures are uncertain, customers don’t just buy products; they buy confidence. They’re asking themselves:

• “If something goes wrong, will this company have my back?”
• “Can I trust them to deliver consistently when everything else feels chaotic?”
• “Do they see me as a person or just a transaction?”

My opening story illustrates this perfectly. The initial technical failure (network infrastructure problems) was frustrating but potentially forgivable. What transformed frustration into fury was the realisation that the organisation didn’t have systems, processes, or cultural values designed to protect the customer experience when things went wrong.

The Trust Acceleration Paradox

VUCA markets create a fascinating paradox: customers need to trust faster but are simultaneously more sceptical. They’re forced to make decisions with incomplete information while being hyperaware of potential risks.

This creates two critical windows:

The Trust Formation Window: Approximately 90 seconds to 7 minutes, where customers unconsciously decide whether an organisation can be trusted with their business, reputation, and outcomes.

The Trust Validation Window: The first 30 days of customer relationship, where every interaction either reinforces or undermines the initial trust decision.

Organisations that understand these windows design service experiences that frontload trust-building behaviours:

• Proactive Communication: Reaching out before customers have to ask
• Transparent Problem-Solving: Acknowledging issues quickly and sharing resolution plans
• Empowerment Signals: Demonstrating that customer-facing staff have the authority to solve problems immediately

The Emotional Labour Revolution

Service excellence in VUCA markets requires mastering what researchers call “emotional labour” – the process of managing feelings and expressions to fulfil the emotional requirements of a job. But traditional emotional labour training focused on surface acting (faking emotions) rather than deep acting (actually caring about customer outcomes).

The new service paradigm requires authentic emotional investment, which creates a significant organisational challenge: How do you scale genuine care?

The answer lies in understanding that emotional authenticity emerges from structural design, not personality training.

The Uncomfortable Truth: Most “Service Excellence” Is Corporate Theatre

Here’s what keeps me awake at night: Most organisations talking about service excellence are performing elaborate corporate theatre while their customers suffer in silence.

Walk into any corporate meeting room and you’ll hear the buzzwords flying: “customer-centric,” “service excellence,” “customer experience transformation.” But walk into their customer service centres, retail locations, or interact with their front-line staff, and you’ll discover the reality.

The Service Excellence Illusion manifests in predictable ways:

The Metrics Manipulation Game

Organisations proudly display their Net Promoter Scores while ignoring the fact that only 23% of customers respond to surveys. Meanwhile, the 77% who don’t respond include your most frustrated customers: the ones who’ve already mentally checked out.

The real question: Are you measuring customer satisfaction, or are you measuring your ability to get satisfied customers to fill out surveys?

The Empowerment Paradox

“Our staff are empowered to solve customer problems!” they proclaim. Then customers discover that “empowerment” means following a script slightly more flexible than a fast-food order, with any real decision-making requiring three levels of approval and a 48-hour waiting period.

The reality: True empowerment means your front-line staff can say “yes” to reasonable customer requests without fear of career consequences. How many organisations actually deliver this?

The Innovation Theatre

Companies launch customer experience initiatives with great fanfare, complete with design thinking workshops and customer journey mapping sessions. Six months later, customers still experience the same frustrations, but now there’s a prettier app interface to be frustrated with.

The truth: Innovation without implementation is just expensive consultation.

What Service Excellence Actually Means (And Why It’s Rare)

Real service excellence isn’t about policies, procedures, or polished presentations. It’s about making decisions that prioritise customer outcomes over internal convenience, even when it’s expensive, complicated, or uncomfortable.

The Emotional Labour Reality

Service excellence requires what psychologists call “emotional labour”: the mental and emotional effort required to manage feelings and expressions to fulfil the emotional requirements of a job. But here’s where most organisations fail catastrophically:

They expect emotional labour without providing emotional support.

Front-line staff are told to “care about customers” while being measured on call times, transaction volumes, and cost per interaction. They’re expected to empathise with frustrated customers while being forbidden from actually solving their problems.

The result: Burnout, turnover, and the kind of defensive, scripted interactions that drive customers away.

The Authority Gap

In our opening story, the staff member’s inappropriate response (“I’m very scared when I see you”) revealed a fundamental authority gap. She had responsibility for customer satisfaction but no authority to address the systematic issues causing customer frustration.

This is organisational cruelty: Holding people accountable for outcomes they cannot control.

True service excellence means aligning authority with responsibility. If someone is responsible for customer satisfaction, they must have the authority to make decisions that affect customer satisfaction.

The Vulnerability Requirement

Here’s the part that makes executives uncomfortable: Service excellence requires organisational vulnerability.

It means admitting when you’re wrong. It means allowing customers to see your improvement process. It means accepting that your staff will make mistakes and focusing on learning rather than punishment.

The psychological safety requirement: Staff must feel safe to escalate problems, admit mistakes, and advocate for customers without fear of retribution.

Most organisations want the benefits of service excellence without the vulnerability it requires. They want customer loyalty without organisational transparency. They want staff advocacy without staff empowerment.

It doesn’t work that way.

The Service Excellence Commitment Test

Want to know if your organisation is serious about service excellence? Answer these questions honestly:

The Authority Test

• Can your front-line staff approve refunds without approval?
• Can they waive fees to resolve customer issues?
• Can they escalate problems directly to decision-makers?
• Are they rewarded for customer advocacy, even when it costs money?

The Vulnerability Test

• Do you publicly acknowledge service failures?
• Do you share your improvement process with customers?
• Do you admit when you don’t know something?
• Do you allow customers to participate in solution development?

The Investment Test

• Do you invest more in customer retention than customer acquisition?
• Do you promote people based on customer impact, not just internal metrics?
• Do you fire customers who abuse your staff?
• Do you choose long-term customer relationships over short-term profits?

If you answered “no” to most of these questions, you’re not practising service excellence. You’re practising service theatre.

The Compound Cost of Service Theatre

The insidious thing about service theatre is that it feels like progress while making things worse. You’re spending money on initiatives that don’t improve customer experience while missing opportunities to build a genuine competitive advantage.

The hidden costs compound:

Staff Cynicism: When employees see the gap between service rhetoric and service reality, they become cynical about all organisational initiatives. Your next genuine improvement effort will be met with eye-rolls and resistance.

Customer Scepticism: Customers who’ve been promised better service and received disappointment become sceptical of all your communications. They stop believing your marketing, your promises, and your recovery efforts.

Leadership Delusion: When metrics show “improvement” while customer complaints continue, leadership becomes disconnected from customer reality. They make decisions based on manipulated data rather than actual customer experience.

Competitive Vulnerability: While you’re performing service theatre, your competitors might be building genuine service excellence. The gap becomes obvious to customers, and switching becomes inevitable.

Building Genuine Service Excellence: The Foundation That Actually Works

Principle 1: Customer Advocacy Over Customer Service

Traditional customer service asks: “How do we respond to customer requests?” Customer advocacy asks: “How do we ensure the best possible customer outcome?”

This shift in framing changes everything:

• Decision-making authority gets pushed to customer-facing staff
• Success metrics focus on customer outcomes rather than internal efficiency
• Problem resolution becomes about fixing systems, not just individual issues
• Staff recruitment prioritises emotional intelligence and customer empathy

Principle 2: Systematic Empowerment

Our opening service failures occurred because staff lacked both authority and systems to handle service recovery. Effective organisations create what we call “empowerment architectures”:

• Clear escalation paths that don’t punish staff for customer advocacy
• Decision-making budgets that allow immediate problem resolution
• Information systems that give staff complete customer context
• Success recognition that rewards customer outcome improvements

Principle 3: Failure-Forward Learning

VUCA markets guarantee that service failures will occur. The differentiator is how quickly organisations learn and adapt. This requires:

• Failure documentation systems that capture lessons without blame
• Rapid iteration processes that implement improvements within days, not months
• Customer feedback loops that treat complaints as innovation opportunities
• Cross-functional problem solving that addresses root causes, not symptoms

Operational Layer: Experience Design

The Three-Horizon Service Model

Horizon 1: Reliability Foundation (0-30 days)

• Consistent delivery of core promises
• Proactive communication about potential issues
• Rapid response to customer concerns
• Transparent pricing and billing processes

Horizon 2: Value Amplification (30-180 days)

• Personalised service delivery based on customer patterns
• Anticipatory problem solving
• Educational content that increases customer success
• Strategic relationship building

Horizon 3: Partnership Evolution (180+ days)

• Co-creation of solutions and improvements
• An advocacy relationship where customers become brand ambassadors
• Strategic business relationship that drives mutual growth
• Innovation collaboration that benefits both parties

Technology Layer: Service Intelligence

Modern service excellence requires sophisticated technology support that many organisations underestimate:

Customer Intelligence Platforms: Systems that provide complete customer context to every staff member, including interaction history, preferences, pain points, and success patterns.

Predictive Service Analytics: AI-driven systems that identify potential service issues before they become customer problems, enabling proactive intervention.

Omnichannel Integration: Seamless service delivery across all customer touchpoints, ensuring a consistent experience regardless of interaction channel.

Real-time Feedback Systems: Continuous customer sentiment monitoring that enables immediate service recovery when satisfaction drops.

The Economics of Service Excellence: ROI That Transforms P&L Statements

The business case for service excellence investment is compelling when properly measured, but most organisations track the wrong metrics.

Traditional Metrics vs. Service Excellence Metrics

Traditional Focus: Cost per interaction, response time, resolution rate

Service Excellence Focus: Customer lifetime value growth, advocacy generation, retention improvement, premium pricing maintenance

Research from Harvard Business Review shows that increasing customer retention rates by just 5% increases profits by 25% to 95%. Yet most organisations invest 80% of their resources in acquiring new customers while neglecting the service systems that retain existing ones.

The Compound Effect of Service Failures:

Immediate Revenue Loss: One dissatisfied customer’s lost business

Network Effect Loss: Each unhappy customer influences 9-15 potential customers through word-of-mouth

Reputation Risk: Negative reviews and social media exposure are affecting organic customer acquisition

Regulatory Risk: Compliance investigations that could impact operations and credibility

According to Bain & Company research, companies that excel in customer experience grow revenues 4-8% above their market average.

The Implementation Roadmap: From Service Struggle to Service Leadership

Phase 1: Diagnostic and Foundation (Months 1-3)

Week 1-2: Service Reality Assessment

• Customer journey mapping with actual failure point identification
• Staff interview process to understand current empowerment gaps
• Technology audit to identify customer experience friction points
• Competitive service analysis to understand market positioning

Week 3-4: Cultural Foundation Building

• Leadership alignment on service excellence commitment
• Staff communication about the service excellence initiative
• Initial training on customer advocacy principles
• Quick-win identification and implementation

Month 2: System and Process Redesign

• Customer feedback system implementation
• Staff empowerment protocol development
• Problem escalation and resolution process improvement
• Communication template and script development

Month 3: Technology and Training Integration

• Customer intelligence system deployment
• Staff training on new systems and processes
• Feedback loop establishment and testing
• Initial performance measurement baseline establishment

Phase 2: Optimisation and Scale (Months 4-9)

Months 4-6: Advanced Capability Development

• Predictive service analytics implementation
• Personalisation system development
• Cross-functional service team creation
• Customer success program launch

Months 7-9: Excellence Institutionalisation

• Service excellence metrics integration into all staff evaluations
• Advanced problem-solving capability development
• Customer partnership program launch
• Innovation collaboration process establishment

Phase 3: Leadership and Innovation (Months 10-18)

Months 10-12: Market Leadership Establishment

• Industry-leading service capability demonstration
• Thought leadership content creation and distribution
• Speaking engagement and case study development
• Competitive differentiation messaging refinement

Months 13-18: Continuous Innovation

• Customer co-creation program expansion
• Service delivery innovation experimentation
• Market expansion based on a service excellence reputation
• Service excellence consulting or licensing opportunity exploration

The Service Excellence Mindset: Leadership in the VUCA Era

The transformation from product-focused to service-excellent organisation requires a fundamental mindset shift at every organisational level.

For Senior Leadership: From Efficiency to Effectiveness

Traditional Leadership Question: “How do we deliver our product more efficiently?”

Service Excellence Leadership Question: “How do we create customer outcomes that make our organisation indispensable?”

This shift changes strategic decision-making:

• Investment priorities shift toward customer experience improvements
• Success metrics emphasise customer lifetime value over transaction efficiency
• Organisational design prioritises customer advocacy over internal optimisation
• Innovation focus centres on service delivery breakthroughs rather than just product features

For Middle Management: From Process Control to Outcome Enablement

Traditional Management Focus: Ensuring staff follow established procedures

Service Excellence Management Focus: Empowering staff to achieve optimal customer outcomes within clear value boundaries

This transformation requires:

• Performance measurement that rewards customer success over process compliance
• Decision-making frameworks that prioritise customer advocacy
• Staff development focused on emotional intelligence and problem-solving capability
• Resource allocation that supports customer-facing staff empowerment

For Front-Line Staff: From Transaction Processing to Relationship Building

Traditional Staff Mindset: Complete assigned tasks efficiently and escalate problems

Service Excellence Staff Mindset: Ensure customer success and solve problems creatively within established guidelines

This evolution demands:

• Skills development in active listening, empathy, and creative problem-solving
• Authority expansion to make decisions that benefit customers
• Success recognition for customer outcome improvements
• Career advancement pathways that reward service excellence mastery

Case Studies in Service Excellence: Learning from Market Leaders

Case Study 1: Zappos – Culture as Competitive Advantage

The Challenge: Selling shoes online when customers couldn’t try them on

The Service Solution: Unlimited returns, exceptional customer service, and company culture built around customer happiness

Key Innovations:

• Customer service representatives are empowered to spend unlimited time with customers
• Free shipping both ways with no time limits on returns
• Company culture that prioritises employee happiness as the foundation for customer happiness
• Hiring based on cultural fit first, skills second

Results: $1+ billion in annual revenue with industry-leading customer loyalty and employee satisfaction

Lessons for VUCA Markets: When product differentiation is difficult, culture becomes the differentiator. Service excellence requires internal culture alignment before external customer impact.

Case Study 2: Ritz-Carlton – Systematic Service Excellence

The Challenge: Maintaining consistent luxury service across global locations with diverse staff and customer expectations

The Service Solution: Systematic service delivery with staff empowerment and continuous improvement processes

Key Innovations:

• $2,000 staff authority to solve customer problems without approval
• Daily lineup meetings to share customer feedback and service improvements
• Guest preference tracking across all locations globally
• Service recovery protocols that transform problems into loyalty opportunities

Results: Industry-leading customer satisfaction and premium pricing maintenance across economic cycles

Lessons for VUCA Markets: Service excellence requires both systematic processes and individual empowerment. Consistency comes from clear frameworks, not rigid scripts.

Case Study 3: Amazon – Scale and Personalisation Balance

The Challenge: Delivering personalised service excellence at unprecedented scale across diverse customer segments

The Service Solution: Technology-enabled service delivery with human intervention for complex situations

Key Innovations:

• One-click problem resolution for common issues
• Predictive customer service that addresses problems before customers report them
• Seamless escalation from automated to human support
• Continuous innovation in service delivery methods

Results: Market leadership across multiple industries with consistent customer satisfaction despite massive scale

Lessons for VUCA Markets: Technology enables service excellence at scale, but human connection remains critical for complex situations and relationship building.

The Future of Service Excellence: Trends and Opportunities

Artificial Intelligence and Service Augmentation

AI is transforming service excellence from reactive to predictive, but successful implementation requires understanding the human-AI collaboration model:

AI Strengths: Pattern recognition, data analysis, predictive intervention, routine problem resolution

Human Strengths: Emotional intelligence, creative problem solving, relationship building, complex situation navigation

The Service Excellence Sweet Spot: AI handles information processing and routine interactions, freeing humans to focus on relationship building and complex problem solving.

Personalisation at Scale

Advanced customer intelligence platforms enable personalised service delivery that was previously impossible at scale:

• Behavioural Pattern Recognition: Understanding individual customer preferences and communication styles
• Predictive Need Anticipation: Identifying customer needs before they become explicit requests
• Dynamic Service Delivery: Adjusting service approach based on customer context and emotional state
• Outcome Optimisation: Continuously improving service delivery based on customer success patterns

The Experience Economy Evolution

We’re transitioning from the Experience Economy to what researchers call the “Transformation Economy”, where customers don’t just want good experiences; they want to be transformed by their interactions with organisations.

Service Excellence Opportunity: Organisations that can demonstrate genuine customer transformation through their service delivery will command premium pricing and unprecedented loyalty.

Measuring Service Excellence: KPIs That Matter in VUCA Markets

Beyond Traditional Metrics

Traditional Service Metrics:

• Customer Satisfaction Score (CSAT)
• Net Promoter Score (NPS)
• First Call Resolution Rate
• Average Response Time

Service Excellence Metrics for VUCA Markets:

Customer Lifetime Value Growth Rate: Measures how service excellence drives increased customer investment over time

Service Recovery Effectiveness: Percentage of service failures that result in stronger customer relationships

Predictive Service Success Rate: Accuracy of systems in identifying and preventing customer problems before they occur

Advocacy Generation Rate: Percentage of customers who actively refer others and provide testimonials

Emotional Connection Index: Measures depth of customer relationship beyond transactional satisfaction

Service Innovation Impact: Revenue and customer satisfaction improvements from service delivery innovations

Implementation Dashboard

Daily Metrics:

• Customer sentiment tracking
• Service recovery incident response time
• Staff empowerment utilisation rates

Weekly Metrics:

• Customer lifetime value changes
• Service delivery innovation experiments
• Cross-functional collaboration effectiveness

Monthly Metrics:

• Service excellence ROI measurement
• Competitive service differentiation analysis
• Strategic customer relationship development progress

Quarterly Metrics:

• Market reputation and positioning analysis
• Service excellence capability maturation assessment
• Long-term customer relationship value trends

The Service Excellence Implementation Checklist

Leadership Commitment Assessment

[ ] Senior leadership publicly commits to service excellence as a strategic priority

[ ] Service excellence metrics integrated into executive compensation

[ ] Investment approval for service excellence initiatives (technology, training, staff)

[ ] Regular service excellence performance review integration

Cultural Foundation Development

[ ] Staff hiring criteria updated to prioritise a customer advocacy mindset

[ ] Employee training programs emphasise customer outcome achievement

[ ] Performance evaluation systems reward customer success over process compliance

[ ] Recognition and advancement programs celebrate service excellence examples

System and Process Integration

[ ] Customer feedback systems provide real-time insight into service delivery

[ ] Staff empowerment protocols enable immediate problem resolution

[ ] Cross-functional collaboration processes support seamless customer experience

[ ] Technology platforms provide complete customer context to all staff

Measurement and Optimisation

[ ] Service excellence KPIs established and tracked consistently

[ ] Regular customer journey analysis identifies improvement opportunities

[ ] Competitive service analysis informs strategic positioning

[ ] Continuous improvement processes enable rapid adaptation to customer needs

Market Positioning and Communication

[ ] Service excellence messaging integrated into all customer communications

[ ] Case studies and testimonials demonstrate service delivery superiority

[ ] Thought leadership content positions the organisation as a service excellence expert

[ ] Customer advocacy programs encourage active referral and testimonial sharing

Your Service Excellence Imperative

The story that opened this article, a training organisation that transformed a loyal customer into a reputational risk through systematic service failures, isn’t unique. It’s happening across industries, in organisations of every size, every single day.

But here’s what makes this story particularly tragic: Every failure was preventable. Every moment of customer frustration was the result of organisational choices. Every trust violation was a conscious decision to prioritise internal convenience over customer experience.

The VUCA reality is unforgiving: Markets are too volatile, customers are too connected, and alternatives are too available for organisations to survive on product alone. Service excellence isn’t a competitive advantage anymore; it’s the foundation of business sustainability.

But most organisations are still practising service theatre instead of service excellence. They’re investing in metrics that don’t matter, empowering staff who have no authority, and wondering why their customer relationships keep deteriorating.

The opportunity is unprecedented: While your competitors are performing elaborate service theatre, you can build genuine service excellence. While they’re manipulating metrics, you can be creating customer advocates. While they’re managing perceptions, you can be transforming experiences.

The choice is stark: Commit to genuine service excellence—with all the vulnerability, investment, and organisational change it requires or accept the slow decline of commoditization and price competition.

Service excellence isn’t about being perfect. It’s about being genuine. It’s about aligning your actions with your promises, your authority with your responsibility, and your investment with your values.

Your customers aren’t asking for perfection. They’re asking for authenticity, accountability, and the confidence that when something goes wrong, you’ll have their back.

The service revolution is here. The question isn’t whether you can afford to join it. The question is whether you can afford to keep pretending while your competitors build a real competitive advantage.

Stop the theatre. Start the transformation.

Your customers are waiting. Your team is watching. Your market position hangs in the balance.

What’s it going to be?

What’s your organisation’s service excellence story? How are you building competitive advantage through customer advocacy and relationship excellence? Share your experiences and insights in the comments. Let’s learn from each other as we navigate this transformation together.

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