STORYTELLING AS A TOOL FOR STRATEGIC CHANGES 

 Challenge : I work in a training company that offers quality products to produce a transformational   effect in the lives of customers . One of the keys to this success is personalized and continuous   attention , which enhances the intellectual and functional habits of those who choose our products .   In recent years , however , we were seeing a fall of requests and difficulties for personalized and   continuous attention , the axis of which we put on the demand for face - to - face activities . For a few   months now I have been trying to get into the lives of our customers to understand their difficulties   and propose a solution that would provide digital training modules , in addition to the traditional in- person activities .   When discussing my idea with the other members of the management board ,   however , I could not easily make them see the importance of applying new solutions and doing so   as soon as possible . 

 The decisive opportunity came to me when the COVID-19 pandemic forced us to   improve our   digital platforms and diversify our training products . The result was spectacular : visits to our   website   soared from tens of thousands to 6 million . Growth from February to May was   exponential : 2,739,000 in March , 3,292,000 in April , 6,630,000 in May . 

 Selection and Application : Now I had the appropriate context to return to my colleagues and   boldly present the need for our company to get onboard the digital revolution bandwagon . I needed   them to visualize three important factors : the tension between customer needs and the products   we currently offer ; the opportunity for new business ventures that digital modalities would open up ,   and complete fidelity to the core mission and values of our company . which seeks a   transformational training of the individual person . This will not be lost but rather maintained and   enhanced through telematic or   virtual modalities that complement the in - person training . 

 Lucas Saldivar 's interview on Storytelling gave me the key to choosing the right tool : storytelling can   be strategic . Starting from relevant data or concepts , you can , give life , color and narrative drama   to the   strategy .   I could argue for the need to develop a new strategy using data from the website   and user feedback . In addition , however , I had to do something else : as A. Martin says , I had to get   the board " to a state of mind in which they want to participate and turn this challenge into a cause   in which to invest . " 

 Reviewing the core values of the company , I realized that what motivates us all is the passion for   training ,   for improving individual lives through   up - to - date content . We want to address the women   and men of today , with a contemporary mindset . In applying storytelling to this value , I visualized   the need to use all the channels that technology offers nowadays , in order to better serve our   clients . Rather than excluding certain channels a priori , we should test which ones fit with the   aspirations and circumstances of our customers , all the while maintaining our company´s   trademark plus : one - on one - personalized treatment . 

 Insight : With numerical data , customer responses and the explanation of our values , I prepared a   presentation in storytelling format that proved very effective : in addition to visualizing tensions and   opportunities , our own commitment as managers to the company was reinforced : we decided to go   for the digital revolution and develop innovative products to satisfy our numerous new customers . I   was reaffirmed in the overwhelming force that the storytelling tool can have . 

 Approach : The magnitude of the numerical data of web hits gave enough   strength to the story to   quickly visualize the change we need . The pandemic imposed a rapid transition , to telework and 

 forced us to turn to digital platforms for services that we used to do in person , allowed storytelling   to function as an effective tool in and of itself . 

 From now on , however in order to create appropriate products , we will have to reconstruct the   stories , using journey mapping , to discover the new reality of our customers and tell it . As well , we   will employ brainstroming , to think about new possibilities and customer - cocreation to reach truly   transformative products , adjusted to different customer profiles . In   the following phases , I will use   different visualization techniques to address leaders and employees , and customers of our   company , in order to unite us all in a common cause : to be present   where the future emerges and   to shape it with our own hands . As Larry Page , founder of Google says , " the main cause that has   led companies to fail is that they have lost the future . Visualization in the “ What If ” phase of design   thinking is precisely the opposite : to look forward and facing the future , head on . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: STORYTELLING AS A TOOL FOR STRATEGIC CHANGES 

 Challenge : I work in a training company that offers quality products to produce a transformational   effect in the lives of customers . One of the keys to this success is personalized and continuous   attention , which enhances the intellectual and functional habits of those who choose our products .   In recent years , however , we were seeing a fall of requests and difficulties for personalized and   continuous attention , the axis of which we put on the demand for face - to - face activities . For a few   months now I have been trying to get into the lives of our customers to understand their difficulties   and propose a solution that would provide digital training modules , in addition to the traditional in- person activities .   When discussing my idea with the other members of the management board ,   however , I could not easily make them see the importance of applying new solutions and doing so   as soon as possible . 

 The decisive opportunity came to me when the COVID-19 pandemic forced us to   improve our   digital platforms and diversify our training products . The result was spectacular : visits to our   website   soared from tens of thousands to 6 million . Growth from February to May was   exponential : 2,739,000 in March , 3,292,000 in April , 6,630,000 in May . 

 Selection and Application : Now I had the appropriate context to return to my colleagues and   boldly present the need for our company to get onboard the digital revolution bandwagon . I needed   them to visualize three important factors : the tension between customer needs and the products   we currently offer ; the opportunity for new business ventures that digital modalities would open up ,   and complete fidelity to the core mission and values of our company . which seeks a   transformational training of the individual person . This will not be lost but rather maintained and   enhanced through telematic or   virtual modalities that complement the in - person training . 

 Lucas Saldivar 's interview on Storytelling gave me the key to choosing the right tool : storytelling can   be strategic . Starting from relevant data or concepts , you can , give life , color and narrative drama   to the   strategy .   I could argue for the need to develop a new strategy using data from the website   and user feedback . In addition , however , I had to do something else : as A. Martin says , I had to get   the board " to a state of mind in which they want to participate and turn this challenge into a cause   in which to invest . " 

 Reviewing the core values of the company , I realized that what motivates us all is the passion for   training ,   for improving individual lives through   up - to - date content . We want to address the women   and men of today , with a contemporary mindset . In applying storytelling to this value , I visualized   the need to use all the channels that technology offers nowadays , in order to better serve our   clients . Rather than excluding certain channels a priori , we should test which ones fit with the   aspirations and circumstances of our customers , all the while maintaining our company´s   trademark plus : one - on one - personalized treatment . 

 Insight : With numerical data , customer responses and the explanation of our values , I prepared a   presentation in storytelling format that proved very effective : in addition to visualizing tensions and   opportunities , our own commitment as managers to the company was reinforced : we decided to go   for the digital revolution and develop innovative products to satisfy our numerous new customers . I   was reaffirmed in the overwhelming force that the storytelling tool can have . 

 Approach : The magnitude of the numerical data of web hits gave enough   strength to the story to   quickly visualize the change we need . The pandemic imposed a rapid transition , to telework and 

 forced us to turn to digital platforms for services that we used to do in person , allowed storytelling   to function as an effective tool in and of itself . 

 From now on , however in order to create appropriate products , we will have to reconstruct the   stories , using journey mapping , to discover the new reality of our customers and tell it . As well , we   will employ brainstroming , to think about new possibilities and customer - cocreation to reach truly   transformative products , adjusted to different customer profiles . In   the following phases , I will use   different visualization techniques to address leaders and employees , and customers of our   company , in order to unite us all in a common cause : to be present   where the future emerges and   to shape it with our own hands . As Larry Page , founder of Google says , " the main cause that has   led companies to fail is that they have lost the future . Visualization in the “ What If ” phase of design   thinking is precisely the opposite : to look forward and facing the future , head on .
### Output: 