{"id":599347,"date":"2023-03-29T07:39:14","date_gmt":"2023-03-29T05:39:14","guid":{"rendered":"https:\/\/www.capgemini.com\/?p=875712"},"modified":"2025-03-11T04:58:54","modified_gmt":"2025-03-11T04:58:54","slug":"serendipity-systems-building-world-class-personalization-teams","status":"publish","type":"post","link":"https:\/\/www.capgemini.com\/gb-en\/insights\/expert-perspectives\/serendipity-systems-building-world-class-personalization-teams\/","title":{"rendered":"Serendipity systems: Building world-class personalisation teams"},"content":{"rendered":"\n<header class=\"wp-block-cg-blocks-hero-blogs header-hero-blogs\"><div class=\"container\"><div class=\"hero-blogs\"><div class=\"hero-blogs-content-wrapper\"><div class=\"row\"><div class=\"col-12\"><div class=\"header-title\"><h1>SERENDIPITY SYSTEMS: BUILDING WORLD-CLASS PERSONALIsATION TEAMS<\/h1><\/div><\/div><\/div><\/div><div class=\"hero-blogs-bottom\"><div class=\"header-author\"><div class=\"author-img\"><img decoding=\"async\" src=\"https:\/\/www.capgemini.com\/gb-en\/wp-content\/uploads\/sites\/5\/2022\/09\/Neerav-Headshot-.jpeg?w=400?w=200&amp;quality=10\" alt=\"\" loading=\"lazy\"\/><\/div><div class=\"author-name-date\"><h5 class=\"author-name\">Neerav Vyas<\/h5><h5 class=\"blog-date\">29 March 2023<\/h5><\/div><\/div><div class=\"brand-image\"> <\/div><\/div><\/div><\/div><\/header>\n\n\n\n<section class=\"wp-block-cg-blocks-intro-para undefined section section--intro\"><div class=\"intro-para\"><div class=\"container\"><div class=\"row\"><div class=\"col-12 col-md-1\"><nav class=\"article-social\"><ul class=\"social-nav\"><li class=\"ip-order-fb\"><a href=\"https:\/\/www.facebook.com\/sharer\/sharer.php?u=https:\/\/www.capgemini.com\/gb-en\/insights\/expert-perspectives\/serendipity-systems-building-world-class-personalization-teams\/\" target=\"_blank\" rel=\"noopener noreferrer\" title=\"opens in a new window\"><i aria-hidden=\"true\" class=\"icon-fb\"><\/i><span class=\"sr-only\">Facebook<\/span><\/a><\/li><li class=\"ip-order-li\"><a href=\"https:\/\/www.linkedin.com\/sharing\/share-offsite\/?url=https:\/\/www.capgemini.com\/gb-en\/insights\/expert-perspectives\/serendipity-systems-building-world-class-personalization-teams\/\" target=\"_blank\" rel=\"noopener noreferrer\" title=\"opens in a new window\"><i aria-hidden=\"true\" class=\"icon-li\"><\/i><span class=\"sr-only\">Linkedin<\/span><\/a><\/li><\/ul><\/nav><\/div><div class=\"col-12 col-md-11 col-lg-10\"><h2 class=\"intro-para-title\">The last best experience we have anywhere sets the bar for all experiences everywhere. Consumers don\u2019t want just personalisation \u2013 they\u2019re demanding it. Delivering personalisation is no longer bar-raising. Organisations need to move from providing personalisation as a feature to delivering serendipitous experiences. The challenge then is serendipity at scale or obsolescence with haste. Without the right teams, organisations are speeding toward obsolescence.<\/h2><\/div><\/div><\/div><\/div><\/section>\n\n\n\n<section class=\"wp-block-cg-blocks-group undefined section section--article-content\"><div class=\"article-main-content\"><div class=\"container\"><div class=\"row\"><div class=\"col-12 col-md-11 col-lg-10 offset-md-1 offset-lg-1\"><div class=\"article-text article-quote-text\">\n<p class=\"has-medium-font-size\">Great basketball teams and great personalisation teams have a lot in common.<\/p>\n\n\n\n<p>Imagine a shopping experience that&#8217;s completely generic. Worse than generic, it goes out of its way to recommend things you don&#8217;t want. It recommends actions that are the opposite of what you&#8217;re looking to do. It&#8217;s perfectly frustrating. How long will a business based on that sort of experience last?<\/p>\n\n\n\n<p>Now imagine a personalisation experience that knows you so well it&#8217;s constantly providing you with serendipitously delightful experiences. You&#8217;re discovering things you never knew you wanted. But you&#8217;re never allowed to use it because the experience never sees the light of day. The MVP never becomes an available product.<\/p>\n\n\n\n<p>Both scenarios are terrible. Unfortunately, a variation of the second is more common. 77% of AI and analytics projects struggle to gain adoption. Fewer than 10 percent of analytics and AI projects make an impact financially because 87 percent of these <a href=\"https:\/\/venturebeat.com\/ai\/why-do-87-of-data-science-projects-never-make-it-into-production\/\">fail to make it into production<\/a>. What if we could flip the odds? What if rather than most recommendation projects failing, most of them succeeded? Cross-functional, product-centric, teams can do just that. It\u2019s how innovators like Amazon and Netflix were able to succeed so quickly and so often in their personalisation programs. It\u2019s also been critical for the dozens of successful personalisation programs we\u2019ve delivered at Capgemini.<\/p>\n\n\n\n<p class=\"has-luminous-vivid-orange-color has-text-color has-medium-font-size\"><strong>Recommendation experiences<\/strong><\/p>\n\n\n\n<p>Everything is a recommendation. That insight came from Netflix: \u201cthe Starbucks secret is a smile when you get your latte, ours is that the website adapts to the individual\u2019s taste,\u201d said Reed Hastings, co-founder of Netflix. Recommendations weren\u2019t features or algorithms. They were the experience; the means to delight, surprise, frustrate, or anger customers. At Amazon, Jeff Bezos\u2019 original goal was a store for every customer. This wasn\u2019t AI for the sake of AI. Both companies made personalisation central to their experiences, and personalisation enabled Amazon and Netflix\u2019s visions for more innovative, delightful, and serendipitous experiences. Recommendation experiences (RX) were critical to customer experiences (CX). Experiences were the product. Building products is hard. Josh Peterson co-founded the P13N (personalization) team at Amazon. He described the early days of Amazon as challenging because the company was siloed. Design, editorial, and software engineering were fragmented. \u201cIt was really hard to ever get anything all the way out to the site without begging and borrowing people from silos. The one time it was always different was when we did a product launch\u2026 So, if there was a big enough effort like launching music or auctions then you had permission to borrow everyone to put together your team.\u201d In the early days of Amazon, there were many engineering efforts around personalisation. Even though these efforts were led by brilliant engineers, they saw limited success. It wasn\u2019t until after the launch of Amazon Auctions that personalisation made a real impact.<\/p>\n\n\n\n<p>After Amazon Auctions, Peterson and Greg Linden looked to make Bezos\u2019 vision for a personalised store for every customer a reality. The goal was a team that could \u201cown its whole space,\u201d to break silos to create a cross-functional team to rapidly experiment and deliver. This was the first team, outside of the design organisation, to have designers in their team embedded with web developers and technical project managers. This enabled a higher number of launches compared to other teams. The impact of their model was so successful that it became the basis of Amazon\u2019s famous \u201cTwo Pizza Team\u201d approach \u2013 essentially a team small enough that they could be fed with two pizzas. Small teams that were decentralised, autonomous, and were \u201cowners\u201d of the business could move faster and launch more experiments. More experiments would enable them to have more successful innovations.<\/p>\n\n\n\n<p class=\"has-luminous-vivid-orange-color has-text-color has-medium-font-size\"><strong>Experimentation<\/strong><\/p>\n\n\n\n<p>Successful personalisation teams foster a culture of experimentation. Creating a culture of experimentation requires diverse, multi-disciplinary teams. Below we show the various skillsets and domains that are required for modern personalisation teams. The circles don\u2019t represent people, they represent skills. Great basketball teams and great personalisation teams have a lot in common. In basketball, you need defense. You need offense, both close to the rim and from afar. You need diversity in skillsets. You could get lucky and find a unicorn but fielding multiple teams of unicorns is not practical. Creating a team of all-stars sounds good on paper, but there are plenty of examples where those super teams fail to live up to expectations. A team without a diverse set of skills is unlikely to be very successful, and almost certainly not great.<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-full is-resized\"><img decoding=\"async\" src=\"https:\/\/www.capgemini.com\/wp-content\/uploads\/2023\/03\/image.png\" alt=\"\" class=\"wp-image-875713\" style=\"width:600px;height:700px\"\/><\/figure>\n\n\n\n<p class=\"has-pale-pink-color has-text-color has-medium-font-size\"><em><strong>\u201cExperimentation requires blending creativity and data. Practically, this becomes a blend of statistics, behavioral economics, psychology, marketing, and expertise in experience design.\u201d<\/strong><\/em><\/p>\n\n\n\n<p>Small teams with most of the skills above are more likely to do end-to-end personalisation well. No one person will have all the skills needed, but together they\u2019ll bring more experiments to the table. Early Amazon teams were engineering and data-science heavy. It wasn\u2019t until the addition of design, business expertise, and a product-centric approach that they were able to execute end-to-end and achieve Bezos\u2019 vision.<\/p>\n\n\n\n<p>Velocity is a leading indicator. Successful personalisation teams test many ideas. They break experiments into small chunks so no one failure is large enough to disrupt the business. They test and learn quickly. Testing a dozen ideas and refining them will be more efficient than trying to make one idea \u201cperfect.\u201d Our intuition on what is going to work is often wrong. Testing many ideas allows the data and results to guide us, rather than intuition. This requires personalisation teams to develop many ideas end-to-end quickly.<\/p>\n\n\n\n<p>What does the future hold? Cross-functional, product-centric teams are the beginning, not the end. Experimentation requires blending creativity and data. Practically, this becomes a blend of statistics, behavioral economics, psychology, marketing, and expertise in experience design.<\/p>\n\n\n\n<p>These teams need to track which features drive results to understand what is working and what is not. The goal is to achieve consistent and reliable serendipity from personalisation efforts. The obvious is not serendipitous. Experimentation is needed to discover that which is not obvious and that which drives business outcomes. Without that, we can\u2019t scale serendipity.<\/p>\n\n\n\n<p><strong>INNOVATION TAKEAWAYS<\/strong><\/p>\n\n\n\n<p><strong><em>DIVERSITY LEADS TO SPEED<\/em><\/strong><\/p>\n\n\n\n<p>Speed leads to innovation. Diversity leads to innovation. End-to-end cross-functional teams with dedicated resources are more likely to successfully implement personalisation programs and innovate faster than their peers<\/p>\n\n\n\n<p><strong><em>A CULTURE OF EXPERIMENTATION IS CRITICAL<\/em><\/strong><\/p>\n\n\n\n<p>Velocity, variety, and volume of experiments are leading indicators of innovation. \u201cOur success at Amazon is a function of how many experiments we do per year, per month, per week, per day.\u201d \u2013 Jeff Bezos<\/p>\n\n\n\n<p><strong><em>SPEED IS A COMPETITIVE ADVANTAGE<\/em><\/strong><\/p>\n\n\n\n<p>Testing and learning iteratively as well as being able to deploy quickly contribute to faster speed to market. \u201cCompanies rarely die from moving too fast, they frequently die from moving too slowly.\u201d \u2013 Reed Hastings<\/p>\n\n\n\n<p><strong>Interesting read?<\/strong><\/p>\n\n\n\n<p><strong>Capgemini\u2019s Innovation publication,<\/strong>&nbsp;<strong><a href=\"https:\/\/www.capgemini.com\/insights\/research-library\/data-powered-innovation-review-wave-5\/\" target=\"_blank\" rel=\"noreferrer noopener\">Data-powered Innovation Review | Wave 5<\/a>&nbsp;features 19 such articles crafted by leading Capgemini and partner experts, about looking beyond the usual surroundings and be inspired by new ways to elevate data &amp; AI. Explore the articles on serendipity, data like poker, circular economy, or data mesh. In addition, several articles are in collaboration with key technology partners such <a href=\"https:\/\/aws.amazon.com\/\" target=\"_blank\" rel=\"noreferrer noopener\">AWS<\/a>, <a href=\"https:\/\/www.denodo.com\/en\" target=\"_blank\" rel=\"noreferrer noopener\">Denodo<\/a>, <a href=\"https:\/\/www.databricks.com\" target=\"_blank\" rel=\"noreferrer noopener\">Databricks<\/a> and <a href=\"https:\/\/www.dataiku.com\/\" target=\"_blank\" rel=\"noreferrer noopener\">Dataiku<\/a>.&nbsp;<a href=\"https:\/\/www.capgemini.com\/insights\/research-library\/data-powered-innovation-review\/\" target=\"_blank\" rel=\"noreferrer noopener\">Find all previous Waves here<\/a>.<\/strong><\/p>\n<\/div><\/div><\/div><\/div><\/div><\/section>\n\n\n\n<section class=\"wp-block-cg-blocks-wrapper-people-slider section section--expert-slider wrapper-people-slider undefined\"><div class=\"container\"><div class=\"content-title\"><h3 data-maxlength=\"34\">Author:<\/h3><\/div><\/div><div class=\"slider slider-boxed\"><div class=\"container\"><div class=\"slider-window\"><div class=\"slider-list\">\n\t\t<div class=\"slide\">\n\t\t\t<div class=\"box\">\n\t\t\t\t<div class=\"row\">\n\t\t\t\t\t<div class=\"col-md-6 col-lg-4 box-img-wrapper\">\n\t\t\t\t\t\t<img decoding=\"async\" loading=\"lazy\" src=\"https:\/\/www.capgemini.com\/gb-en\/wp-content\/uploads\/sites\/5\/2022\/09\/Neerav-Headshot-.jpeg\" alt=\"Neerav Vyas\"\/>\n\t\t\t\t\t<\/div>\n\t\t\t\t\t<div class=\"col-md-6 col-lg-8 box-inner\">\n\t\t\t\t\t\t<div class=\"row title-social-media-header\">\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 mbl-social-icon\">\n\t\t\t\t\t\t\t\t<ul class=\"social-nav\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li>\n\t\t\t\t\t\t\t\t\t\t\t<a class=\"subnav-button--form\" href=\"javascript:void(0)\" aria-label=\"contact us\" data-bs-toggle=\"modal\" data-bs-target=\"#WPBe6c63281_a4eb_4f6b_8417_258c71ee454e\" data-bs-expert-title=\"1\">\n\t\t\t\t\t\t\t\t\t\t\t\t<i aria-hidden=\"true\" class=\"ico-form\"><\/i>\n\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li><a aria-label=\"Linkedin\" target=\"_blank\" title=\"Opens in a new window\" href=\"https:\/\/www.linkedin.com\/in\/neeravavyas\/\"><i aria-hidden=\"true\" class=\"icon-li\"><\/i><\/a><\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 box-container\">\n\t\t\t\t\t\t\t\t<div class=\"box-title\">\n\t\t\t\t\t\t\t\t\t<h3 class=\"people-profile-title\">Neerav Vyas<\/h3>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<span>Global Head of Customer First, Insights &amp; Data, North America<\/span>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t<div class=\"col-md-12 col-lg-6 social-box-container dkt-social-icon\">\n\t\t\t\t\t\t\t\t<ul class=\"social-nav\">\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li>\n\t\t\t\t\t\t\t\t\t\t\t<a class=\"subnav-button--form\" href=\"javascript:void(0)\" aria-label=\"contact us\" data-bs-toggle=\"modal\" data-bs-target=\"#WPBe6c63281_a4eb_4f6b_8417_258c71ee454e\" data-bs-expert-title=\"Neerav Vyas\">\n\t\t\t\t\t\t\t\t\t\t\t\t<i aria-hidden=\"true\" class=\"ico-form\"><\/i>\n\t\t\t\t\t\t\t\t\t\t\t<\/a>\n\t\t\t\t\t\t\t\t\t\t<\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<li><a aria-label=\"Linkedin\" target=\"_blank\" title=\"Opens in a new window\" href=\"https:\/\/www.linkedin.com\/in\/neeravavyas\/\"><i aria-hidden=\"true\" class=\"icon-li\"><\/i><\/a><\/li>\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/ul>\n\t\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t\t\t\t\t\t<div class=\"people-info\">Neerav\u00a0is an outstanding leader, helping organisations accelerate innovation, drive growth, and facilitate large-scale transformation. 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