40 Kellogg Insight customers. That said, there is an iden - tifiable customer segment—“high-value customers”—that produces a greatly dis- proportionate share of the revenue and the value creation. We focus intensively on driving our share of business, not just at the segment level, but at the individ - ual level, for these customers. We moni - tor and score their business with us and their experience flying with us for each individual customer on each individual flight, and over time we get to know how we’re performing with that customer and how we can recapture, retain, and grow their business. So, yes, we’re still talking about cus- tomer segments, but now we’re focusing on the individual level within customer segments. Another key shift is that we are now in a world of ongoing, dynamic testing and optimization. If you want to sell Economy Plus seats, do you market the benefit of “more legroom,” or “more space to work,” or “more space to stretch out and relax”? Before, there were conventional ways to test this, but not in real time. Now, we can and do test and optimize dynamically Based on insights from Tom O ’ Too le and Eric Leininger Create a Data- Friendly Culture Tip 3. Make Curiosity a Criterion for Advancement Organizations must define intellectual curiosity as a basic criterion for advancement. O’Toole likens the notion to the requirement that employ - ees communicate effectively and work well with others in the organization. While a difficult skill to measure, it is unquestionably a practical and important factor in promotion decisions, particularly as one advances to higher levels. Companies also need to pro- vide their employees enough leeway to explore the ques- tions that interest them—even if these questions do not present obvious applications or quick revenue prospects. In his view, the risk of over - feeding curiosity is better than the cost of stifling it.