The team I'm on within our company does corporate planning and strategy. We're the innovation team within that world. Initially, we thought more of our use cases would be around getting idea submissions that would ultimately lead into our portfolio projects for long-term strategic purposes. What we've found is that it's harder for most coworkers to identify some of those. Unless we're sponsoring a challenge ourselves, the overlap is low for that.
So instead what we've focused on more are two things. One is cultural impact, and the second one is business segment goals.
When it comes to cultural issues, we've done challenges around workplace culture, around specific events, or with front-line workers, specifically in our call centers, who've been using Spigit almost as an empowerment tool. They can voice and bring up solutions to challenges that they're facing. So they've run a couple of challenges within these workgroups on how to make it easier to do business with us or increase customer loyalty. So those are business segment challenges, in part.
But the biggest benefit of it has been that these coworkers, who for the most part are in really difficult, high-turnover positions, are feeling very empowered to offer suggestions and see them implemented by leadership. So it has a dual purpose. We are looking to do more business segment goals in our own segment that would fit us as well.
The second aspect has been on the business segment goals. We have found that partnering with business segments or department groups on specific challenges that are aligned with their specific strategy or short-, medium-, or long-term goals, is very effective. We help support those, even though the solutions or input aren't things that my team really touches. But if there's good alignment, it can be a very effective tool.