52 Kellogg Insight INSIGHT: What have you learned in the process of designing your center? WANG: Implementation is key. You can build a beautiful model, but if it is not implemented, it’s useless. When I think of implementation, I start to think about automation. So, for instance, instead of feeding you raw data for you to digest, what if we just suggest three potential clients every day and say, “Go talk to them.” But that takes a lot of change, right? That takes technology, that takes behavioral change, that takes a mindset shift. It takes, to be honest, a lot of leaders starting to think differently and manage differently as well. INSIGHT: You had a pretty strong mandate from the CMO to make these changes. So presumably you felt a lot of support from the top of the orga - nization. But creating this ecosystem involved pretty widespread change throughout the organization. What kind of resistance did you face in try - ing to change the way clients were served? WANG: Our first challenge was getting businesses to come to us with questions. At the beginning, people would come to us thinking we’re a reporting function, that we can manipulate data. And they would tell us, “I need A, B, C, D.” We would have to step back and say, “What are the business questions that we’re trying to solve? What are our objectives and goals?” And we’d come back with a solution that brings different elements and components together. It may not be the components they had in mind. It may be the case that a much bigger or smaller solution actually addresses their initial question. So initially, it takes a lot of edu - cation to show the possibilities. Now people know we’re here. We have this reputation for solving the most complex questions for the business. Based on insights from Jing Wang