What is the SiriusDecisions Demand Waterfall? Josh Mueller, Senior Vice President of Global Marketing at Dun & Bradstreet, speaks with CXOTalk about how B2B companies can measure marketing success and use data to determine which activities yield the best results. For more information: https://www.cxotalk.com/video/using-siriusdecisions-demand-waterfall “It allows you to see which marketing activities are actually yielding the results that you want,” Mueller explains. “There’s a lot of discipline in the system, there are a lot of definitions and best practices where you’re able to see, ‘Okay, if I launched these campaigns against these personas, at which this much time that passes,’ what am I actually yielding from that? From that closed, one perspective, not just an engagement perspective? The pipeline doesn’t pay the bills. Ultimately, closed one revenue pays the bills.” As SVP at Dun & Bradstreet, Mueller has global responsibility for demand generation, digital, operations, marketing technology, creative and content. His organization is pivotal to Dun & Bradstreet’s transformation to a modern company with a focus on providing an amazing customer experience and scaling demand generation. From the transcript: Michael Krigsman: I’m Michael Krigsman, an industry analyst and the host of CxOTalk. We’re speaking with Josh Mueller, who is the Senior Vice President of Global Marketing at Dun & Bradstreet. And, we’re talking about the Sirius Decisions Demand Waterfall. So Josh, tell us about the Sirius Decisions Demand Waterfall. Josh Mueller: The Sirius Decisions Demand Waterfall has been around for over a decade. And, essentially what it is is a framework that B2B companies can use to determine how well their marketing activities are working. I've targeted a million people; a hundred thousand of them engaged with me; ten thousand of them went to our sales team; five thousand of those became opportunities, and maybe I closed a thousand of those. And, you're able to track what's working at every stage so that you can have a better yield over time. Michael Krigsman: So, it gives you a greater precision in terms of understanding what’s happening with your marketing spend. Josh Mueller: That’s absolutely right. It’s a standard methodology that many of the biggest and best brands in the world adopted. Michael Krigsman: And maybe, this is an obvious question, but why should we use it? Josh Mueller: It allows you to see which marketing activities are actually yielding the results that you want. There's a lot of discipline in the system, there are a lot of definitions and best practices where you're able to see, "Okay. If I launched these campaigns against these personas, and with this much time that passes, what am I actually yielding from that … from that Close-Won perspective — not just an engagement perspective?” The pipeline doesn't pay the bills. Ultimately, Close Won revenue pays the bills. Michael Krigsman: Right now, marketing is all about data. So, how has it evolved to address what’s happening in marketing today? Josh Mueller: What it's done is it's taking the framework that was really historically marketing-focused and has expanded that to be marketing, sales, and product. And, it treats those as equal seats at the table that collectively create demand and ultimately, close that demand. The other thing I really like about the framework: it's gone from the concept of individual buyers (individual lead), to the concept of buying groups and buying committees within complex accounts. Michael Krigsman: It’s really interesting how the master data kind of underpins the collaboration elements of doing this type of marketing. Josh Mueller: Even if you have a list of accounts, and you know who you’re going after, you may have sales talking to one group, and marketing talking to another group, not even realizing 1) They’re part of the same company family, or 2) They’re even within the same company and you’re having different conversations. A clear master data strategy ensures that that doesn’t happen. Michael Krigsman: Would it be correct to say that it links master data to collaboration; to account-based marketing? Josh Mueller: It’s absolutely correct. I mean, the role of data has really changed the way the waterfall works.
Views: 6957 CXOTALK
Watch more videos and read the full transcript: https://www.cxotalk.com/video/future-customer-experience How can companies improve the customer experience to meet changing expectations? Des Cahill, head customer experience evangelist at Oracle, speaks with CXOTalk about using data to merge the four silos of information: Marketing, sales, commerce and service. “…The customer today expects to be treated as one person in their experiences across all of those four areas,” Cahill explains. “Increasingly, companies are being challenged because they have to bridge both these digital and physical worlds, not just in sales but across service, marketing, and commerce, so that we as consumers feel like we’re being treated as an individual by that company…” “The marketing department has a bunch of information about you as a customer, your digital behavior on the website, the ads you clicked on. The sales department knows what you bought. The service department knows what problems you have. The commerce department knows what you’ve bought online. The trick for companies today is, how do they bring that data together?” As head CX evangelist at Oracle, Cahill is responsible for strategy and messaging for the industry’s leading customer experience suite. He’s also a technology leader passionate about the intersection of brand, customer and data driven marketing, sales and service, with extensive executive-level experience at companies like Apple Computer, Netscape/AOL, eFax.com, Habeas and Ensighten. This interview was recorded at the Oracle Modern CX 2018 conference.
Views: 7699 CXOTALK
Digital transformation involves all parts of a company, from sales and marketing to operations, supply chain, and talent. In this episode, a seasoned leader and author shares practical leadership advice for undertaking a program of digital transformation. Our guest is Anurag Harsh, Senior Vice President and Founding Executive at Ziff Davis. Michael Krigsman is an industry analyst and host of CXOTALK. For more information, see https://www.cxotalk.com/advice-digital-transformation-svp-ziff-davis ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Twitter: https://twitter.com/cxotalk ------------------ From the ZDNet article: http://www.zdnet.com/article/digital-survival-the-transformation-imperative/ Why is digital transformation so important? In the last fifteen or sixteen years, more than half of all Fortune 500 companies have become insolvent, been acquired by another company, or stopped doing business altogether. And if you just look at last year, 50% of Fortune 500 companies declared a loss. So, the stride of transformation has become a revolution. Rivalries have deepened, and business models have been dislocated. The only constant is the growing severity of digital disruption. Because of disruption, there's despondency, and that's compelling companies to want these digital initiatives. And they are investing a lot of money, which mostly results in disappointment due to the absence of concrete strategy. As markets shift downward, many companies try to counter the spiral by initiating frantic investments and digital initiatives. Some of them are hiring Chief Digital Officers, and some of them are looking at their CIOs and CMOs to counter these disruptive effects. What is authenticity in digital transformation? Consumers expect authenticity from corporations and individuals alike. As consumer psychology changes, digital and marketing must enter a new era where human needs -- values and connections -- define success and failure. This is a call to action for marketers and advertising executives to change their perspective towards consumers. Companies can no longer see consumers as gullible moneybags or conquests. They must see consumers as community members, as human beings, who crave trust. You see the theme here? We're talking about technology and digital, but what I'm getting at is connection. Consumers crave trust: predictability, transparency, respect. I call it the relationship era. Your corporates value must resonate at every level of infrastructure. It has to emanate outwards to the company's employees, customers, suppliers, stakeholders, neighbors, and even your relationship towards Earth! Merely projecting an image is akin to falsity. Companies must steadfastly practice what they preach. The public today cares not only about the cost and quality of products and services. People also care about the values and conduct of the providers. Trust, reliability, ethics often supersede quality and affordability. Describe your model for digital transformation? There are five things that companies need to think about. These are terms I use: Structural swivel Inverse acquisition Offshoot Coattail rider Oiling the hinges Structural swivel. If you talk to any CTO or CIO they have all legacy systems and techniques that can impede their ability to execute. By altering the company's configuration to spotlight digital initiatives, executives can swiftly escalate the speed of transformation. It's tactic that requires earmarking funds, and human resources to digital initiatives and placing digital executives in command of existing business processes. Inverse acquisition. There are a lot of businesses that have unearthed quick wins ─ quick triumphs ─ by placing boundaries on the digital products so they can function autonomously and uninhibited by traditional processes. Just put them in a corner somewhere. It's like, "Off you guys go!" Offshoot. It's unrealistic always to expect a new digital operation to absorb the traditional business, especially if the digital business is not yet developed sufficiently to absorb a larger unit. Also, it may focus on too dissimilar a fragment of the value chain.
Views: 265443 CXOTALK
The role of chief information officer is evolving as companies put more focus on the individual customer. More videos and the full transcript: https://www.cxotalk.com/video/cio-strategy-focus-customer-experience Andrew Wilson, CIO at Accenture, explains to CXOTalk how he’s becoming a “chief experience officer” with a focus on new IT platforms powered by AI and other new technologies. “Experience is all around presenting information in a language and in a way which human beings recognize. We don’t need to create things that operate to serve the company. We need to think about how things are presented to an individual,” Wilson says. “How, with all of this information, knowledge, and creativity, can they stay current, relevant, learn, and be effective in this huge liquid state of new technologies?” As chief information officer for Accenture, Wilson leads the global IT operations of a $28.6 billion company, including the infrastructure, services and applications for clients in more than 120 countries. Wilson ensures that Accenture is at the forefront of innovation as a digital business and is also responsible for end-to-end performance and service operations of Navitaire, which works together with Accenture to provide expertise and to deliver services for airlines in key operational and revenue generating areas. This video was recorded at SAPPHIRE NOW 2018, as part of the SAP Select program for its largest customers. The focus of this event was Intelligent Enterprise.
Views: 9221 CXOTALK
The spy-vs-spy game of AI and machines attacking and eluding each other is here. Adversarial AI is a crucial topic in cybersecurity that we must understand. It is the foundation of using machine learning for cyberwarfare. Stuart McClure is the founder and CEO of Cylance, which uses AI and mathematical models for endpoint security. He is also the author of the highly respected and influential book, Hacking exposed. This video is a short excerpt from a 45-min conversation on CxOTalk. Listen to the complete video and see the full transcript here: https://www.cxotalk.com/episode/cybersecurity-machine-learning-stuart-mcclure-cylance
Views: 6145 CXOTALK
AI is one of the most profound technologies of our time, with practical implications for business, society, politics, economics, governance, customer experience, and even ethics. In this video interview, industry analyst, Michael Krigsman, speaks with Accenture's Chief Innovation and Technology Officer, Paul Daugherty, about his new book called Human + Machine. This conversation explores the role of artificial intelligence in business and offers practical advice for senior leaders to innovate with AI. This video was recorded live the CXOTalk studio located i Amelia City, the IPsoft innovation center in New York City
Views: 24129 CXOTALK
Aaron Levie, CEO and “Chief Magician” at Box, tells CXOTalk about digital transformation in cloud computing and the impact of technology on the enterprise. What do customers want? And how does the public company maintain its pace of innovation from its startup days? For more information and a complete transcript, see: https://www.cxotalk.com/episode/digital-transformation-aaron-levie-ceo-box Levie is chief executive officer, co-founder, and chairman at Box, which he launched in 2005 with CFO and co-founder Dylan Smith as a file-sharing and cloud content management service. He is the visionary behind the Box product and platform strategy, incorporating the best of secure content collaboration with an intuitive user experience suited to the way people work today.
Views: 6339 CXOTALK
Digital media and publishing is a tough industry, with changing business models and competition from large and small players. Learn how a seasoned entrepreneur helped create one of the large digital media and publishing brands in the world. For more info, see https://www.cxotalk.com/episode/ziff-davis-behind-scenes-digital-media-brand Digital media guru Anurag Harsh was recently voted as LinkedIn’s #1 Voice in Technology. He is a founding member of the executive team at Ziff Davis for the past 7.5 years and has orchestrated its growth from a small privately held company into one of the world’s largest public digital media companies with the group's revenues exceeding $1 Billion at a $3.5B Market Cap and 200% growth in stock price. Anurag is the author of 7 business books including three Amazon bestsellers, has published over 400 business articles for Huffpost, FORBES and other publishers, is a Wharton & MIT alum and has performed two sold out solo concerts at the Carnegie Hall as a vocalist. From the transcript: Anurag Harsh: Well, digital media and the advertising landscape is staggeringly complex. Let's start with some of the misnomers that people have about the landscape. Smartphone growth is slowing. Everybody thinks that it's all about mobile and smartphones. Therefore, a lot of the digital media publishers are publishing to smartphones. Of course, they should do that, but what they don't realize is that global smartphone shipments actually just grew 3% this year compared to 10% last year. That's something that's important. In order to build a business, a digital media business, you need to understand the landscape and who your target customer is and where they're actually browsing. The other thing that's happening when you think about the Internet usage growth is, at least in North America, adults are spending a lot of time every day, as we all know, about five or six hours a day, on the Internet. That's about 3 hours per day on just mobile compared to maybe it was like 45 or 50 minutes a few years ago. The other thing that's happening is the online total advertising spend because all the digital media business is fundamentally advertising driven, different forms of advertising. It could be commerce, it could be display, it could be affiliate, but it's all bundled under advertising. The total online ad spend, it's growing steadily. Mobile obviously has now overtaken the desktop in ad dollars, just as it has with usage and time. That's an important thing. Anurag Harsh: But they're only seeing 20% of the ad spend. What that tells me is there's a massive gap, and this gap is about $16 billion of opportunity for essentially brands to have more mobile ads on the Internet. The other thing that's happening is--and we all know this, but I'm going to say it anyway--over the next several months, and it's probably already happening right now, the dollars that are spent on Internet ads are starting to eclipse dollars that are spent on television. What that tells me is it's indicating a huge opportunity for mobile products to soak up the shift. These are some of the things that are happening. There are quite a few other things that are happening in the world of digital. This is absolutely true. There's the ad duopoly, which means Google and Facebook control 85% of the growth in online ads, and their share is increasing every year. As more data and impressions keep helping these companies improve their targeting, it really is becoming very, very hard, really impossible. It's an existential problem, I call it, and we're going to talk about this a little more, eventually. It's becoming harder and harder for other platforms, and really any other publisher, to compete. That's the thing. There's this ad duopoly, and it's not going to go away. It's actually going to get even worse. The other aspect of that is this whole thing called ad blocking. It's skyrocketing. People don't want to see ads, which is the glue and the oil of the Internet that powers all of digital media. In developing markets where data costs can be high, what users are doing is they're increasingly blocking ads whenever they can. Nearly 400 million people around the world are blocking mobile ads, and that's a problem. Big platforms like Facebook, Google, Snap, they're responding to advertisers seeking to prove return on investment on their ad spend by improving ad targeting relevance, the ads that people are going to see--hopefully they don't block these ads because the ads are more relevant to what they want to see--and then measuring, the measurement of how these ads work. Targeting has become a huge thing.
Views: 72928 CXOTALK
What is cognitive technology? Fred Laluyaux, CEO of Aera Technology, tells CXOTalk about AI, machine learning, and the self-driving enterprise that brings data from multiple systems to make decision-making faster and more reliable. For more information and a complete transcript, see https://www.cxotalk.com/video/beyond-erp-cognitive-technology-self-driving-enterprise “What we’re building is this new generation of applications that are following the same characteristic, real-time and always on, connected outside and in, thinking in autonomous. That’s the high-level principle of Aera – very smart software that has some level of autonomy,” Laluyaux says. “The nature of a business is fairly complex. We are realizing, basically, the promise of the ERP from 30 years ago by actually truly bringing all this transactional data into a single level. You could say that, in a way, we are fulfilling, finally, the promise of the ERP by removing the complexity of these different systems, bringing all this data into the cloud, into a normalized environment, and having a single, logical process, which we call the decision process mapping. We can map how decisions are being made around demand optimization, planning, and so on and so forth, and automate that in real time. In a way, we’re actually fulfilling that initial promise.” Laluyaux is an entrepreneur who founded his first company at age 23. Before launching Aera, he was the CEO of Anaplan, which he grew from 20 to 650 employees, and a $1B+ valuation. Before that, he held several executive positions at SAP, Business Objects, and ALG software.
Views: 6228 CXOTALK
Every IT professional must understand the crucial relationship between IT governance, security, and support from a trusted source. Issues such as patching, to ensure all systems are running current software, are essential safeguards in the enterprise. A well-known expert on information technology risk, Brennan Baybeck, explains what you need to know. He even explains DevOps in this context. Read the complete transcript here: https://www.cxotalk.com/video/it-governance-security Brennan Baybeck is vice president of Global IT Risk Management for Oracle Corporation (USA). Baybeck leads IT security risk management for Global Customer Support Services at Oracle Corporation. In this role, he also is responsible for leading security, privacy and availability for Global IT’s key enterprise IT services, including GIT’s cloud initiatives. He has more than 20 years of experience in IT security, risk, audit and consulting and has worked in various industries designing, implementing and operating enterprise-wide programs to address global security risks. He has held leadership positions at Sun Microsystems, StorageTek and Qwest Communications, and served as an information security risk consulting manager for several years. Baybeck also has been actively involved with ISACA for more than eight years, serving as chair for various working groups and as a board director. Subscribe to our mailing list: https://www.cxotalk.com/subscribe
Views: 8280 CXOTALK
How does Facebook really work and what are the social network’s implications for business executives? BlitzMetrics’ Logan Young and Dennis Yu tell CXOTalk about the “inner secrets” of Facebook, and why it was the tool of choice for Russians attempting to interfere in the 2016 U.S. election with Cambridge Analytica. For the complete transcript, see https://www.cxotalk.com/episode/facebook-secrets-social-media-execs-election-hacking Join the growth tribe with this video tutorial about Facebook advertising. This valuable interview also covers LinkedIn. Every CMO and digital marketer should watch! Dennis Yu is co-founder and Chief Technology Officer at BlitzMetrics, a digital marketing company which partners with schools to train young adults. Yu’s program centers around mentorship, helping students grow their expertise to manage social campaigns for enterprise clients like the Golden State Warriors, Nike, and Rosetta Stone. He’s also an internationally recognized lecturer in Facebook Marketing and co-author of the college textbook Facebook Nation. Logan Young is the co-founder of BlitzMetrics, where he runs the company’s training programs while implementing ad campaigns and optimizing marketing funnels for key accounts. He currently manages a team of 43 individuals. He is an internationally recognized keynote speaker and author of The Standards of Excellence, a book on Facebook benchmarks.
Views: 7208 CXOTALK
How can digital transformation change a company’s culture? Heidi Wood, senior vice president for strategy and technology at L3 Technologies, speaks with CXOTalk about how the U.S. defense company uses IT, data and SAP to keep a radically transparent focus on the future. Leadership, talent management, and employee benefit are important themes. For more information and the complete transcript, see https://www.cxotalk.com/video/changing-company-culture-data-technology “True strategy involves really looking out into the future. Many of us can look into the near term. It’s very comfortable. But, the deeper and farther you go out, the darker it gets and the scarier it gets,” Wood says. “You have to embrace innovation. You have to make that part of your corporate culture. You have to encourage risk-taking because that’s a necessary, and frequently not enough spoken about, element of innovation, which is the willingness to take risks, the willingness to be bold, put yourself out there, and be courageous.” Wood is the SVP for strategy and technology at L3 Technologies, the eighth largest U.S. defense company. She previously worked as a SVP for strategy at Spirit AeroSystems and as managing director and senior aerospace/defense analyst for Morgan Stanley. This conversation/interview was recorded at SAP SapphireNOW 2018 as part of the SAP Select program.
Views: 7175 CXOTALK
Even a native digital business may need to undertake a digital transformation if the business model changes or the company shifts to different business goals. For West Corporation, their current digital transformation results from two business model changes: - Moving from a services model to selling products - Changing from a holding company to an operating company These changes forced West Corporation to rethink how core parts of the business function, and the technology needed. Listen to Thomas Squeo, SVP of Digital Transformation, describe the company’s digital transformation. He discusses the spectrum of customers they serve and the importance of customer experience. For more information, see https://www.cxotalk.com/video/digital-transformation-enterprise-architecture ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
Views: 4428 CXOTALK
Digital transformation involves not just organizational change but platforms, ecosystems, and technologies that enable organizations to use data in new ways. This video explains the link between cognitive computing (IBM Watson) and digital transformation. Shanker Ramamurthy is Global Managing Partner for Business Analytics and Strategy at IBM Global Business Services (GBS). Anurag Harsh is an entrepreneur, a company executive at Ziff-Davis, a digital and management guru, a blogger, published author of several books. Michael Krigsman is an industry analyst and host of CXOTALK. For more information, see: https://www.cxotalk.com/episode/cognitive-computing-digital-transformation ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------ From the transcript: (03:37) We are at that stage in the evolution of computing capability where machines are able to understand, reason, learn and interact with us. And, the way they're able to do that is quite different to traditional ways of interaction. So, historically, you had to train a computer using programming. So, you program a computer using a series of [...] rules, and those rules would create a small amount of data, and the data would become the system of truth. (04:13) Now, we live in a world where there’s virtually a finite amount of data, and computers are at that stage in their evolution where they can actually be trained to look at the data and then discern patterns and understand insights. And it’s not just structured data. We’re talking about textual data, video, voice, and other kinds of sound; all sorts of interesting information. And, if you can apply machine learning to that information, then you move to a paradigm where data creates rules as opposed to computer programs creating data. And, when you are on that type of model, fundamentally new applications and fundamentally new ways of doing business emerge from that capability. (06:59) Also, cognitive computing is here. So, machine learning is not tomorrow's technology, it's today's technology. And, interestingly, with every new type of technology, it takes society a couple of decades to actually figure out how to completely take advantage of that capability. And, we are at that point where cognitive computing is here, it’s being implemented by the early adopters really broadly and very widely. Anurag talked about, for example, the health care industry where cognitive is being applied. For example, IBM has been working with Memorial Sloan-Kettering and it’s got a whole bunch of its own data. And together, IBM, along with some of the smartest brains in the world, are looking at how to solve oncology. (07:46) And, this is about … Cognitive technology is all about augmenting human intelligence. It's not … You know, there was a book written by a couple of MIT professors which was titled "Race Against the Machine." We think of cognitive computing as "race with the machine." How do you this […] of computing capability and human capability to solve some of the most complex problems that we are dealing with in society and in business? Anurag Harsh: (08:44) Now think about how profound that statement is. It’s man and machine, which is all … really what it’s about. It’s IBM’s philosophy. It’s not man or machine. And, you know, Shanker was talking about data. I mean, data is at the core of this, right? I mean, we all know about big data, and now Elon Musk is obviously talking about connecting the human brain to a computer. And a lot of people think it's about … Cognitive computing and machine learning and AI are about trying to figure out how the human brain works and replicating that. It's not. That’s not what it’s about. You know, we only use a certain percentage of our brain. And so, the idea is to be able to figure out and taxonomize, and make sense of all the data that’s on the internet. (09:32) Now here' the thing: the majority of the data. Right now, 80%; in the next three years could be close to 90%; of all data that's out there is on the dark web. It's deep web. It's not accessible. It's inside firewalls, it's, you know, everything that people are talking about within your email networks, and it's where the government operates, where academia operates; it's inaccessible. And, to be able to get a hold of that data, to be able to, in a manner, to then make sense of it, and understand, and use that data to inform a supercomputer like Watson to then learn from it; and every single iteration it gets better, and better, and better; that's what this is about, right? It's a new Moore's Law that is going to be written in the next several years. And so, I think that it’s about changing outcomes, you know? That’s what this whole thing is about.
Views: 15493 CXOTALK
Writing a business book is hard, from deciding on the topic to creating logic, story, and case studies. A best-selling author and ghost writer, Josh Bernoff, shares his advice on how to plan, write, and sell a business book. Learning how to get published and approach public relations is important for anyone planning to write a book. Read the complete transcript: https://www.cxotalk.com/episode/how-write-a-business-book Josh Bernoff has been a professional writer since 1982. He has coauthored three books on business strategy, including Groundswell, which was a bestseller. And he is passionate about clear, brief, fascinating communication. For 20 years at Forrester Research, he wrote and edited reports on the future of technology. He learned to do great analysis of business strategy, then taught others to do so. In his last five years there, as Senior Vice President, Idea Development, he identified, developed, and promoted Forrester’s most powerful and influential ideas. He gave hundreds of speeches around the world, got quoted in every news source you can name, and gave strategy advice to countless clients from the world’s largest companies and tech vendors. Josh Bernoff also created Technographics, the segmentation that launched Forrester’s highly successful consumer survey business. At Forrester he edited two books by other analysts: Outside In: The Power of Putting Customers at the Center of Your Business (New Harvest/HMH, 2012) by Harley Manning and Kerry Bodine and Digital Disruption: Unleashing the Next Wave of Innovation (Amazon Publishing, 2013) by James McQuivey. Before Forrester Josh Bernoff spent 14 years in technology startups writing everything from product definitions to online tutorials to press releases. He studied mathematics in the Ph.D. program at MIT and was a National Science Foundation fellow. Josh Bernoff is also the CEO of wellnesscampaign.org, a non-profit organization dedicated to the pursuit of wellness through changing habits. He likes recreational biking and cracking wise in front of audiences.
Views: 6361 CXOTALK
Digital transformation continues to be important as companies of all sizes modernize their operations. For large organizations, "becoming digital" is a complex effort that involves technology and business process changes together with adopting new mindsets, business models, and corporate cultures. Given all these components, we can hardly overstate the complexity of genuine digital transformation. Infrastructure and energy giant, ABB, is currently undertaking a large-scale program of digital transformation. With $36 billion in revenue and 135,000 employees, the company is driving change across its large portfolio of operations. The firm traces its founding back to 1883. ABB describes its offering within two value propositions: "bringing electricity from power plant to plug" and "automating industries from natural resources to finished products." These broad points cover the extensive scope of the company's operations. The conversation covered digital transformation, the Chief Digital Officer role, IoT, and the Industrial Internet of Things. This interview between industry analyst Michael Krigsman ABB's Chief Digital Officer, Guido Jouret, was part of episode 312 of the CXOTalk series of conversations with the world's top business and technology innovators. You can watch the entire conversation and read the full transcript here: https://www.cxotalk.com/episode/industrial-internet-things-digital-transformation
Views: 6035 CXOTALK
How is marketing changing? Robert Tas, vice president of McKinsey & Company, tells CXOTalk about digital transformation in the marketing operating system. How and why is it changing? What should a company do? Tas shares practical advice for personalization, insights, design, technology, speed, and agility. For more information: https://www.cxotalk.com/episode/digital-transformation-marketing-personalization In his current advisory work, Tas helps financial-services companies reinvent marketing for a digital world. He has designed agile marketing organizations that can operate at a faster pace, using best-in-class marketing technology, including next-generation measurement systems. The goal is to digitally enable the entire customer decision journey. He previously served as CMO at a leading software company, and as head of digital marketing at a top-ten U.S. bank. From the transcript: Michael Krigsman: (00:02:07) Well, I'm very excited to talk with you. You work with a lot of different clients from very large organizations who are doing sophisticated things with digital marketing and with data and analytics. Maybe a good place to begin is, when you're out there roaming the world providing advisory service and working with your clients, what are some of the key digital marketing trends or issues? What's really important to your clients? Robert Tas: (00:02:40) Good question. I think there's a lot of buzz out there, and a lot of people are trying to figure out a number of things. I like to think of them in some categories. • (00:02:48) The first one that I look at and I hear a lot of people talking about is personalization. I think the idea of not treating every customer the same is really, really important in today's world. A lot of companies are trying to figure out how to do that better. • (00:03:01) The second one is data. You talked about it a little bit in the beginning in your intro. Data, data, data: everyone is trying to figure out how to harness the volume of information we now have and actually put it into action. • (00:03:14) The third is design. I think this is one of the newer areas that's getting a lot of traction. Really understanding how to do user centric design and how do I make my experiences relevant to my customer base. • (00:03:26) The fourth that I like to talk about is marketing technology, one of the biggest buzzwords going there, but really understanding the components of the martech stack, and CMOs are now becoming integrators. • (00:03:38) Then the fifth one, which is probably the most evolving one, is this new concept of the operating model, the speed at which we work. The reality of digital marketing today is the tools we have. We can do things a lot faster than we've ever done before. (00:03:54) I think CMOs are trying to figure out all five of those things to really transform their marketing organizations. I think the best in class marketers are leading the way in the use of data in the way they approach their marketing programs. They're leading the way in testing and learning. They're leading the way with agile approaches to their marketing where they're constantly thriving for more information around the customer to be smarter about it. (00:10:57) Like you said, there are challenges. The first one that comes to mind is the data silos that exist in organizations, especially larger organizations. It's hard to connect all those customer touch points. (00:11:08) The second piece is understanding who owns the customer experience and how is that managed and implemented across the board within my organization. Often we have silos that create the upper brand, the upper funnel team, the bottom funnel team, the post customer experience team, and things like that. We've got to figure out how to build our strategies more holistically. (00:11:29) The third bucket is, there's a lot of technology, a lot of legacy systems in these organizations that need to be cobbled together. You really need a diligent strategy to go do that. (00:11:39) Then fourth, like you said, is you've got to start thinking more from that last click conversion campaign thinking to really enabling the customer journey. How do you go about delivering that? How do you remove friction through that process? How do you get more data to enhance it and help the customer get what they want? Michael Krigsman: (00:11:59) But you also mentioned design. Where does that now fit into this picture? Robert Tas: (00:12:23) Yeah. It's a really interesting piece because the creative guys have always been on either the ad side or certain pieces of the journey. I think it's really important that we start getting them involved into the entire journey and understanding how to map those pieces together. It's no longer enough for the marketer to say, "I drove the traffic to the website and I did my job." You've got to be able to design those experiences and have consistent experiences end-to-end.
Views: 7297 CXOTALK
Smart cities are the future of infrastructure, and those that don’t modernize will be left behind. Martin Powell, head of urban development at Siemens, speaks with CXOTalk about the importance of increased electrification and energy savings as air pollution becomes a growing concern. More videos and the full transcript: https://www.cxotalk.com/video/building-smart-cities-future-infrastructure “Right now, we’re in a time where cities are really competing with one another for investment, for talent, for just having high-performance infrastructure.,” Powell explains. “This is about the city taking back control and giving them the opportunity to keep everything moving, keep that quality of life really high.” Powell is the Head of Urban Development within Siemens Global Centre of Competence for Cities. This involves working with mayors and leaders providing advice and support to cities as they strive to meet tough economic, social and environmental targets and looking at economic and technical models of delivering solutions at scale. He is co-author of ‘Our Urban Future’ and ‘Better Cities, Better Life’ and the forthcoming book about ‘The Smart City in the Digital Age.’
Views: 10535 CXOTALK
What is the future of commerce and the customer experience? Katrina Gosek, senior director of digital customer strategy at Oracle, and Scott Silverman, principal at Scott Silverman Associates, tell CXOTalk about the importance of frictionless, fast service. “I think consumers own the brand,” Gosek says. “They have the ability to change how others perceive you as well. They hold a lot of power because they can jump from your site to another website very easily and very quickly. There are a lot of choices, so the key is to keep their attention.” “[In a store], you want to have the information you want on your mobile phone,” Silverman adds. “You want to know quickly, is that item in the back room or not? If I don’t see it on the shelf, don’t take two or three minutes to go back and look. Tell me immediately or I’m going to lose my patience and go elsewhere. I’m going to walk out or I’m going to go find somewhere else to shop.” Gosek leads the Product & Market Strategy team within the Oracle Customer Experience (CX) Cloud Product development group. Over the past decade, she has focused on partnering with B2C and B2B online businesses of all sizes, industries, and geographies – from Top 500 companies to boutique vendors - navigating some of the most significant industry shakeups digital professionals have faced in recent memory. Silverman has been active in the online and multichannel retailing industry since 1999, including 10 years as Executive Director of Shop.org and co-inventing “Cyber Monday” in 2005. He is a consultant that works with emerging technology companies where he helps them with marketing, positioning and building relationships with online and digital retailers. Additionally, Silverman is the co-founder of two digital retail conferences, CommerceNext and the Global E-Commerce Leaders Forum. This video was recorded live at the Oracle Modern CX 2018 conference held in Las Vegas.
Views: 8185 CXOTALK
What does digital transformation mean for drug companies? Milind Kamkolkar, Chief Data Officer at Sanofi, speaks with CXOTalk co-hosts Richie Etwaru and Michael Krigsman about innovation and changes in the pharmaceutical industry. For more, see https://www.cxotalk.com/episode/digital-transformation-pharmaceutical-industry-innovation Sanofi is a company focused on empowering lives through human health. As CDO, Kamkolkar focuses on driving and transforming Sanofi from data generation to an insights generating organization where data is a monetizable asset class on par with product and shareholder value. Kamkolkar is also a featured speaker and thought leader in Digital Health, AI & Big Data; Honorary Lecturer for physician entrepreneurship at BartsX; Faculty at Exponential Medicine; and Special Advisor to the UN Global Sustainability program. Etwaru is Chief Digital Officer at QuintilesIMS, helping bridge the innovation and efficiency gap for healthcare stakeholders and life sciences customers using analytics and technology. He’s a former CDO at IMS Health, a frequent keynote speaker at leading tech-related events and forums, a serial entrepreneur, an author, a former Clinton Global Initiative delegate, and currently serves as a board member for multiple not-for-profit organizations. From the transcript: Michael Krigsman: (05:00) What are we actually speaking about and how does this relate to the broader changes that are going on regarding healthcare and ultimately, the impact on healthcare for people? For patients? Richie Etwaru: (05:24) Well, I think most of us understand siloes pretty well, right? These are vertical departments within large companies that tend to perform a specific function. And then they perform that function well, but if you look at multiple of those siloes together as a broad organization, you’ll see inconsistencies and gaps to be solved for. I think, with the pharmaceutical industry, there was a time when it was okay to have siloes. Not that you wanted them, but if you had them, it was not the biggest deal in the world, and we’re seeing what I like to call the “three waves” of change enter the environment of the pharmaceutical industry that’s creating the financial reality and quite frankly, the competitive reality, to start to think about what the business model looks like and take the siloes out. These three waves, I think, most people would recognize. (06:15) Now, the first wave is what came from the supply side. So, I think of this as the patent cliff, right? I think we’ve heard enough about the patent cliff that the supply of discovery of drugs in the pipeline has changed quite a bit. And, the good thing about the patent cliff is that it was sort of contained within the pharmaceutical industry, right? Yes, there was some implication too of the stakeholders, but it didn’t radically change the landscape because each pharma company was suffering from the same strain from a supply side. (06:47) The second wave is what I like to call the wave coming from the demand side. This is the influence and the pressures of reimbursement being changed, payment terms being changed. I think what we see in the United States with Obamacare and the model of delivery has created a tremendous amount of strain that created a whole new wave of pressures for the pharmaceutical industry. So, I think that’s the second wave. (07:18) Where we are today is what I like to call the “third wave” of change that’s coming through the pharma industry. And, this is the digital health and technology paradigms that are entering at the same time. Now, the patent cliff is not completely solved for. That's still moving over, right? The changes in the […] are not completely solved for. That's still here. And, we have this new wave that's being driven by this new stuff that Milind is talking about, which is more data, digital health, some of the new technology paradigms. What's interesting about this third wave is that it is not self-contained in the pharma industry or healthcare. Milind Kamkolkar: (14:46) Yeah. I mean, if I could just add one last thing, Michael, to that point, I think where the time, perhaps has that risk-averse nature in the pharmaceutical industry is that perhaps I’m like… banking in other such industries… The reality is that if you get this wrong, people die, right? And that’s the real crux of it. So, I can fully appreciate and respect the fact that sometimes, you do want to be a little bit cautious because, of course, who wants to create a medicine or some kind of patient service that really is not yielding a positive outcome? (15:19) So for one, I'm quite grateful for the fact that we are basing more medication and pricing, and reimbursements, etc. really on health outcomes. But I think, in many ways, it's not just the actual medicine that has to take into play, it's also the customer experience at point of treatment that needs to be part of that equation as well.
Views: 13159 CXOTALK
Cybersecurity: How do hackers think and what can you do to protect your organization? Author and CEO, Stuart McClure, explains it all on this episode of CXOTalk. Stuart McClure leads Cylance as CEO and visionary for the first math-based approach to threat detection, prevention, and response. Stuart is the creator and founding-author of one of the most successful security books of all time, Hacking Exposed. As one of the industry’s leading authorities, he is widely recognized for his extensive and in-depth knowledge of security. Prior to Cylance, Stuart was EVP, Global CTO and General Manager at McAfee/Intel Security. For more information on the mathematics of machine learning and security see these two videos: 2014 AT&T Cybersecurity Conference Keynote - Stuart McClure, Cylance CEO Artificial Intelligence, A.K.A. The Future of Everything - Stuart McClure Episode Outline How has cybersecurity changed? What were the nature of threats historically? How is it different today? What does this evolution mean for security today? Interesting or unexpected attacks Give us a few examples of strange or unexpected attacks? What happened? Why did it happen? How could it have been prevented? Who should have prevented it? Fear and loathing What keeps you up at night? Why does this specifically make you afraid? How serious is the threat? What actions do you personally take to stay safe? Internet of things, industrial internet of things, and critical infrastructure What are we talking about here? To what extent is critical infrastructure at risk? Has there been destruction so far? What should “we” do about it? And, who is “we” – corporations, governments, citizens? Mathematical security and machine learning What is mathematical security? Explain in simple terms for a sophisticated audience? Why do we need this? What is relationship to machine learning and AI? How effective are these techniques? What are the limitations of these techniques? The future of security What will cybersecurity look like in the next 4-5 years? What will cybersecurity threats and vulnerabilities look like? How will AI techniques employed by cybersecurity bad actors change the blocking, detection, and response? In other words, what will mitigation look like? Are we creating an AI arms race in cybersecurity? Staying safe - corporate What should companies do to manage security? Where does the role of Chief Information Security Officer fit? What advice do you have for boards of directors? Staying safe - individuals What should individuals do today to manage their own security? What should I tell my mother, who can barely use a computer, on how to stay safe online? Is defending against cyber attacks as hopeless as it seems? Read the complete transcript: https://www.cxotalk.com/episode/cybersecurity-machine-learning-stuart-mcclure-cylance #cybersecurity #ciso #cio #machinelearning
Views: 7629 CXOTALK
Artificial intelligence is fraught with legal, ethical, and public policy challenges. This episode brings two esteemed experts to discuss these issues and present guidance for both commercial companies and the public sector. Dr. David A. Bray is CIO of Federal Communications Commission. He began work in public service at age 15, later serving in the private sector before returning as IT Chief for the CDC’s Bioterrorism Preparedness and Response Program during 9/11; volunteering to deploy to Afghanistan to “think differently” on military and humanitarian issues; and serving as a Senior Executive advocating for increased information interoperability, cybersecurity, and civil liberty protections. He serves as a Visiting Executive In-Residence at Harvard University, a member of the Council on Foreign Relations, and a Visiting Associate at the University of Oxford. Kay Firth-Butterfield is a Barrister and part-time Judge and has worked as a mediator, arbitrator, business owner and professor in the United Kingdom. In the United States, she is Chief Officer, and member, of the Lucid.ai Ethics Advisory Panel (EAP) and an adjunct Professor of Law. Kay is a humanitarian with a strong sense of social justice and has advanced degrees in Law and International Relations. Kay co-founded the Consortium for Law and Policy of Artificial Intelligence and Robotics at the University of Texas and taught its first course: Artificial Intelligence and Emerging Technologies: Law and Policy. She is Vice Chair of the IEEE Industry Connections Committee “Global Initiative for Ethical Considerations in the Design of Autonomous Systems”. For more, see https://www.cxotalk.com/episode/ai-legal-ethical-policy-challenges ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
Views: 9533 CXOTALK
The industrial internet of things (IIoT) is an important source of data for digital transformation. What is IIoT and how can we capture and use that data? Industry analyst and CXOTalk host, Michael Krigsman, speaks with Guido Jouret, the Chief Digital Officer of ABB about this topic. For more videos and the full transcript: https://www.cxotalk.com/episode/industrial-internet-things-digital-transformation Guido Jouret has been Chief Digital Officer of ABB since October 2016. Mr. Jouret served as Chief Technical Officer at Nokia Technologies since April 2015 until October 2016. Prior to that, he was Chief Technology Officer and General Manager of Cisco’s Emerging Technologies Group, a unit responsible for incubating new businesses. Under his leadership, the team created nine new start-ups, including those, which became Cisco’s TelePresence and Internet of Things groups. He has lived in 12 countries including France, Singapore and the United States. Additionally, he worked for Cisco as IT Director for the Europe, Middle East and Africa region and in the Internet Business Solutions Group. Jouret left Cisco in 2014 to join Envision Energy, where he led the software products business, including a platform for the emerging energy internet. Jouret has been Chief Technical Officer at Nokia Technologies since April 2015, and recently drove a major acquisition in the digital health sector. He obtained his PhD in Computer Science from the Imperial College of Science, Technology and Medicine in the UK in 1991, and has a bachelor’s degree in Electrical Engineering from Worcester Polytechnic Institute in the US.
Views: 11080 CXOTALK
Workday is one of the leading software-as-a-service (SaaS) cloud computing companies in the world. In this video, three respected industry analysts examine Workday, its products such as HCM and Financials, and competitive position in the market. Learn from three top industry analysts as they examine this important enterprise software company. Brian Sommer founded Vital Analysis in 2007 based on the success of his TechVentive, Inc. launch several years earlier. Brian closely follows what C-level executives think, feel and need. Jason Averbook is a leading analyst, thought leader, consultant and keynote speaker in the area of human resources, the future of work and the impact technology has on that future. He is the CEO of LeapGen. Bill Kutik is one of the top four influencers in the HR technology marketplace. In 2015, he started Firing Line with Bill Kutik®, a new independent broadcast-quality video interview program about HR technology. Michael Krigsman is an industry analyst and host of CXOTALK. Everyone in HR, financial management, and IT pros, such as the CIO, should watch this video. Learn more about Workday at https://www.workday.com ---------------------- From the transcript: Ok. So, Workday. Let’s begin with an overview: why is Workday important in the market? Jason Averbook: Workday was the first SaaS company that actually designed their solution. Once again, like I said, for the worker not thinking about the HR department and the finance department first. ... What Workday did is Workday actually reimagined those processes, put them online with the worker being the center of it, and then having HR and finance be there to consume that data and to use that data in a way that drives business decisions. Jason Averbook: We have to think about the experience; the experience of the worker at the core, and I think that’s just a different design principle that was from day one at Workday. Michael Krigsman: So, you were talking about placing the customer at the center of the world, and I’m really interested in the corporate cultural dimensions of that. Why didn’t earlier software companies take that step? Bill Kutik: Workday truly does have a unique culture, similar to the PeopleSoft culture, which Dave will say, puts employees first. Every other company will talk about how they put customers first. Workday says “Employees first, because if employees are happy, they will make our customers happy.” And the fact is, at the last rising, Aneel Bhusri announced that they got a 98% customer satisfaction rating from some outside agency… They got a 98% customer sat., and I would challenge any software company in the world to meet that! Brian Sommer: Customer satisfaction, or net promoter scores and the ERP space are notoriously terrible. And they’re terrible because either the products were a whole lot more expensive and more difficult to implement than anybody actually believed coming in, or more importantly, the vendors have such a notorious culture going for after their own customers doing what an attorney friend of mine calls “shale fracking,” they try to go in there and break up the wallet of the customer and get every little drop of money they can out of them. The fact that people get a lot of good, new functionality quite frequently and that the vendor is maintaining that version of the code for them, instead of their IT department, you’ve got customers that are happy because they don't have to wait on their own internal CIO and IT to implement this backed up technical data. So it’s great! Michael Krigsman: Workday emphasizes its platform. It’s not the only software company to do that, but it really presents the platform in a central way. So, what is the importance of platform analytics? Brian Sommer: I’ll weigh in on this. On the platform: theirs is an interesting one, in that it predominantly uses a number of open-source technologies, which gives them an incredible cost advantage over competitors. They can scale and add customer, after customer, after customer and they owe no additional fees to some third-party systems software company. So that’s a good thing. Number two is the platform only really has to support one technology stack and one set of code. … many of their competitors have multiple different product lines that they’re supporting. In some cases, one vendor has promised to support old applications on the old platforms in perpetuity. That just adds cost to the vendor. Cost, you’ll have to get eventually passed down to the consumer or the customer, or whatever you want to call the vendor. They don’t have that. They’ve got one stack, one set of technologies. And the architecture of this stuff, to run predominantly in memory. So now, they’ve run all these additional extensions so that the product line can support other types of data, not just structured, heavy order kind of database transaction and information.
Views: 8887 CXOTALK
Read the transcript and watch more: https://www.cxotalk.com/video/digital-transformation-professional-services How can globalization drive innovation? Frank Friedman, global chief operating officer at Deloitte, speaks with CXOTalk about how digital transformation is leading to greater efficiency for audit, tax and consulting services around the world. “Serving clients is what we do. That is our whole mission is to serve clients, to have an impact that is important, and to be able to serve clients in an exemplary manner, to solve their issues, to have trust in the markets,” Friedman explains. “We need to be broad, not narrow. The services that Deloitte offers in audit, tax, and consulting are very broad services. Frankly, nobody can compete with the services we provide in a one-stop-shop.” Deloitte is a $43 billion global consulting, accounting, tax firm. Friedman has been its Global COO since 2016; he’s also a member of the Deloitte Global Executive Committee and chairs the Deloitte Global Operating Committee, linking strategy, execution, and accountability and aligning the global Deloitte network around shared objectives. This interview was conducted at SAPPHIRE NOW 2018 conference as part of the SAP Select program.
Views: 8331 CXOTALK
Data, artificial intelligence and machine learning are having a profound influence on healthcare, drug discovery, and personalized medicine. On this episode, CXOTalk host, Michael Krigsman, talks with two data experts innovating in healthcare with data. For more information and complete transcript, see https://www.cxotalk.com/episode/healthcare-innovation-data-ai Milind Kamkolkar is the CDO of Sanofi, a company focused on empowering lives through human health. Milind’s focus is driving and transforming Sanofi from a data generation organization to an insights generating organization where data is a monetizable asset class on par with product and shareholder value. Hicham Oudghiri is Co-founder and CEO of Enigma. Previously, he managed the private sustainable finance program at BMCE Bank, in partnership with the World Bank Group, to create energy models for large-scale alternative energy projects across Africa. Prior to that, he supported an energy fund in Dallas, Texas where he was responsible for hedging physical energy assets against modeled counterparts in the electronic markets.
Views: 7320 CXOTALK
What is a smart city? Martin Powell, head of urban development at Siemens, tells CXOTalk how cities can be improved with data collection from sensors and other devices, measuring air quality and energy use to public transportation and e-mobility. More videos and the full transcript: https://www.cxotalk.com/video/smart-cities-technology-data-improve-city “You can take the data, you can combine these data sets, and you can look for ways of making the underlying infrastructure more efficient. Then you can just build applications on top which will help transport operators or energy utility operators run their infrastructure in a better way. Frankly, if cities don’t do this, they will be left behind,” Powell says. “In 30 years from now, we’re going to have to consume probably 20% of the energy we consume today. You’re going to have probably twice as many people moving around our cities with the same number of vehicles, so we have to really start thinking about how all of our infrastructures play together.” Powell is the Head of Urban Development within Siemens Global Centre of Competence for Cities. This involves working with mayors and leaders providing advice and support to cities as they strive to meet tough economic, social and environmental targets and looking at economic and technical models of delivering solutions at scale. Powell co-authored ‘Our Urban Future’ and ‘Better Cities, Better Life’ plus the forthcoming book ‘The Smart City in the Digital Age.’
Views: 8326 CXOTALK
Every entrepreneur knows that starting an enterprise software company is hard. Jason Lemkin, Managing Partner with Storm Ventures and founder of EchoSign (acquired by Adobe), shares his secrets for how to start and run a successful SaaS enterprise software company. Jason is also one of the most popular startup bloggers in the world on his site called SaaStr. At Storm Ventures, Jason focuses exclusively on early-stage SaaS/enterprise start-ups and helping them scale. Enterprise Starting Investing For both investors and entrepreneurs, the journey starts with an idea and a team. During the first part of our conversation, Jason will share his advice getting initial customers, ramping up the business, and expanding the company. Enterprise Sales and the SaaS Entrepreneur Selling into the enterprise requires a keen understanding of the product, market, and organizational dynamics in the buyer's company. We will discuss the unique attributes of enterprise software and make concrete suggestions for SaaS entrepreneurs. Throughout our discussion, ask Jason his advice by joining the conversation on Twitter. Use hashtag #cxotalk. Learn more at https://www.cxo-talk.com/build-enterprise-software-startup-jason-lemkin-managing-director-storm-ventures ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
Views: 15841 CXOTALK
Ready, Set, Grow: Jim McGeever, executive vice president at Oracle NetSuite (cloud ERP), speaks with CXOTalk about how his company helps other businesses and entrepreneurs manage rapid growth through innovation and an eye on tomorrow. For more information and to read the complete transcript, see https://www.cxotalk.com/video/suiteworld-2018-ready-set-grow “If you’re growing, you could be making huge mistakes in how you’re operating your business, and you don’t really know it because you’re just looking at this great growth and thinking everything is working out great,” McGeever says. “The arrogance of success is to think that what you did yesterday is going to be good enough for tomorrow. Innovation in a high growth mode is a mindset. If you don’t believe it in your core and all your focus is on the numbers, you’re not going to see the kind of growth you want, or it will stop; it will stall; something will happen. You’ll just never continue to get what you want if you just don’t have that mindset of constant innovation.” As EVP, McGeever leads all customer, vertical, product and human resource activities at NetSuite, one of the leading cloud computing software companies in the world. He joined the company in 2000 as Chief Financial Officer and was a driving force behind NetSuite's successful IPO in 2007.
Views: 7565 CXOTALK
During my recent conversation with Aaron Levie, the CEO of Box, the company’s “Chief Magician,” as his title used to read, presented specific advice for CIOs during this period of digital transformation in change. Read more at: https://www.cxotalk.com/episode/digital-transformation-aaron-levie-ceo-box You can catch part one of our conversation and watch the entire video, which was episode 278 of the CXOTalk series of conversations with the world’s top innovators. ====== We need to think about how do we take this set of technologies, again whether it's Slack, Facebook Workplace, or Box, and how do you marry that with the cultural change that that organization is trying to drive? Often it will come from a few discrete or distinct business initiatives. Sometimes that might be that a company is trying. Let's say it's a retail operation and that company is trying to communicate with all of their retail environments. They want to be able to make sure everybody is aligned with maybe its new promotions, new policies, or new cultural efforts. Something like Facebook Workplace then all of a sudden becomes maybe the tool to go use to make sure that that company can disseminate that information. I think the CIO has to be highly tuned into, how is the culture needing to change; what are the business initiatives that relate to that cultural change? I think that often what gets missed when you go and look at Silicon Valley, for instance, and you say, "Oh, we want to be like Google," it's important to think about which parts of Google are you trying to be like. Well, it's not the Ping-Pong tables that make Google Google. It's not the volleyball. It's not the high-end chefs that make Google Google. Those are amenities because they have this amazing business model. How should CIOs think about investment in new technology versus existing technology? Yeah. Yeah, I mean I think it's really interesting because I would say, three years ago, we didn't have to think through the data question as much around your architecture. What's sort of fundamental to AI is now you have to understand, what data do you think is going to be important to driving your business in the future. Because, that data will probably be improved by machine learning or, depending on the type of data, some form of artificial intelligence. If you have an architecture design that doesn't let you apply machine learning to that data, or you're not using vendors that are very, very focused on making sure that you can apply machine learning or AI to that data, then what you're making decisions today that will create severe technology debt five years from now or ten years from now. Really understanding the architecture of, how can you work with that information, how do you work with that underlying data, and making sure it's set up in such a way that eventually AI will be able to be applied to it. That'll be different for different companies. If you're an industrial company, then you probably want to think about, how IoT data can be used against machine learning, to improve customers' maybe health checking of their infrastructure? That is going to have a particular set of decisions that you're going to want to make about your architecture.
Views: 6175 CXOTALK
For the full transcript and more videos, see https://www.cxotalk.com/episode/cio-playbook-customer-experience-digital-transformation How is the role of a CIO changing with digital transformation and customer experience? Massimo Rapparini, chief information officer at Logitech, tells CXOTalk how the company known for webcams, mice, keyboards, speakers and headsets has expanded into products for wireless music and eSports gamers, and his role in innovation. “I think it’s an exciting time to be a CIO,” Rapparini says. “I think it’s an opportunity, and the opportunity really translates into multiple ways that you can actually contribute directly through the business. As an example, Logitech, it’s the innovation of new products, it’s creating better experiences for our customers, it’s actually improving the performance of our company altogether. All of these are new areas where, as a CIO, I’m asked to contribute directly. I think that’s, like I said, more and more of an opportunity. Obviously, it’s requiring somebody to not be faint at heart and be actually excited about contributing at a faster pace, but I think it’s all positive in terms of the importance and the relevance of the IT role.” Rapparini has been CIO and head of customer experience for Logitech since 2016. He leads a global team of more than 200 IT experts focusing on Digital Business while driving innovation. Rapparini previously worked as CIO for Vivai Solutions, IT director at NetApp, and IT director at Symantec.
Views: 9375 CXOTALK
IT is not a silo anymore and customer expectations are changing as well. Walter Curd, chief information officer at Maxim Integrated, speaks with CXOTalk about digital transformation at the analog semiconductor company with a heavy focus on e-commerce and innovation. For more videos and the full transcript see: https://www.cxotalk.com/video/customer-experience-digital-transformation “Now, this was a really interesting discussion in the company because we were very traditional,” Curd says. “But we realized that we’ve been product-focused for so long and, in order to get customer-focused, we had to own the customers. That meant sort of taking it back from some of our distribution partners. We’ve put a lot of time into enhancing our website, the analytics, the customers, and so on, and then allowing us to really understand the customer experience… Expectations have gotten much higher, and we have to deliver.” Curd has been Vice President and CIO at Maxim Integrated since 2008, leading a modernization effort to migrate multiple order management, logistics, and manufacturing financial systems on SAP. He previously served as CIO at Marvell Semiconductor, Cyberiq Systems and Electroglas; he also spent 10 years as director of information technology at Fujitsu Microelectronics. This conversation was recorded at SAP Select, part of SAP SAPPHIRE NOW 2018. The overall theme was Intelligent Enterprise.
Views: 16054 CXOTALK
Artificial intelligence offers the promise of better health, faster drug discovery and testing, to create improved medical outcomes for patients. We talk with a world expert on using AI in life sciences to discover and develop drugs faster and less expensively. AI and machine learning help select therapy candidates and assist with clinical trials. Read the complete transcript: https://www.cxotalk.com/episode/ai-medicine-life-sciences-drug-discovery Dr. Alex Zhavoronkov is the founder and CEO of Insilico Medicine, a leader in the next-generation artificial intelligence for drug discovery, biomarker development, and aging research. Prior to Insilico, he worked in senior roles at ATI Technologies, NeuroG Neuroinformatics, the Biogerontology Research Foundation and YLabs.AI. Since 2012 he published over 130 peer-reviewed research papers and 2 books. For six years in a row, he has organized the annual Aging Research for Drug Discovery and Artificial Intelligence for Healthcare forums at Basel Life/EMBO in Basel. Alex is an adjunct professor at the Buck Institute for Research on Aging.
Views: 10989 CXOTALK
How do computers think, and how is that changing? For a peek into the ethics and governance surrounding artificial intelligence (AI) and advanced computing, join us with Anthony Scriffignano, Chief Data Scientist from Dun & Bradstreet, and Stephen Wolfram, the creator of the powerful computing system Wolfram Alpha. Their deep perspectives have implications for both policymakers and corporate strategists. Anthony Scriffignano has over 35 years experience in information technologies, Big-4 management consulting, and international business. Sciffignano leverages deep data expertise and global relationships to position Dun & Bradstreet with strategic customers, partners, and governments. Dr. Scriffignano has extensive background in linguistics and advanced computer algorithms, leveraging that background as primary inventor on multiple patents for D&B. Stephen Wolfram is the creator of Mathematica, Wolfram Alpha and the Wolfram Language; the author of A New Kind of Science; and the founder and CEO of Wolfram Research. Over the course of nearly four decades, he has been a pioneer in the development and application of computational thinking—and has been responsible for many discoveries, inventions and innovations in science, technology and business. Michael Krigsman is an industry analyst and host of CXOTALK. For more information: https://www.cxotalk.com/episode/future-computing-stephen-wolfram ------------------ See our upcoming shows: https://cxotalk.com ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------ From the transcript:
Views: 8728 CXOTALK
How do you build a brand in this era of digital transformation? With myriad different experiences and interactions through B2B and countless customer touchpoints, it’s more important than ever to make an emotional connection. Carla Hendra, chief executive at Ogilvy Consulting, tells CXOTalk how the ad agency and global creative network helps make brands “matter.” Read the full transcript at https://www.cxotalk.com/episode/brand-building-emotion-digital-transformation-era “What’s interesting is that brands are the same thing that they’ve always been,” Hendra says. “They are the sum total of the interactions and the relationship between a product or a service or an experience and the consumer or the customer. We’re experts at trying to make sure that that is developed and put out in the world as something that creates emotional connections because, even with all of the digital, technology, and data that has emerged, people are still people. They make most of their decisions emotionally and, in this very complicated world with more fragmentation, more choices, more products and services than ever before, if you don’t have something that is almost an emotional shorthand--and that’s really what a brand is—to help people think through how they want to live their lives, then it becomes a very messy kind of undifferentiated situation for companies.” “What we work on is the modern marketing brand, and that means, for us, how do we take this really complex world that has a long-term set of goals around business building and ambition, medium-term or quarterly sales results, and then, and every-day brand protection and brand building sort of pulse in the modern world? You have to be able to work across all those time horizons, through every type of marketing and media challenge, and every touchpoint… we help them really systematize how they make their brand stand out, but in a consistent way whether we’re talking about a brand platform that we’re going to express through anything from an event to a TV spot, or a program that’s designed to build loyalty and generate more sales in the quarter, or something that we do on a given day when a brand has either a positive that they want to capitalize on or perhaps a negative that they need to really address.” Hendra is an executive partner and chief executive at Ogilvy Consulting, as well as chief digital officer worldwide at Ogilvy. She specializes in global integrated marketing services and is an innovation leader with 25-plus years of experience in B2B and B2C marketing, with expertise in strategy consulting, digital, data and branding.
Views: 5755 CXOTALK
How is the user experience changing with digital transformation? Scott Belsky, executive vice president and chief product officer at Adobe, tells CXOTalk how the company keeps its creative tools simple and modernized at the same time, making them more accessible to more people. More videos and the full transcript: https://www.cxotalk.com/episode/digital-transformation-user-experience-design “When you think about a product like Photoshop, sometimes it looks like a cockpit when you open the product for the first time. How do we help people navigate and have both a basic and an advanced experience in a product as powerful as Photoshop?” Belsky says. “You don’t show everyone every option at once. You progressively disclose the functionality of a product as the customer is ready for it, which leads to a lot of challenges around personalization, how to use artificial intelligence to make the product know who the customer is and when they’re ready for what.” Belsky first joined Adobe after it acquired his company Behance, the leading online platform for the creative industry to showcase and discover creative worlds, in 2012. Since 2017, his primary focus as EVP and chief product officer is making Creative Cloud a creative platform for all. He’s also an author, a seed-stage investor, and has been an advisor on design and product management for companies like Adidas, Pentagram, Pinterest, Facebook, Proctor & Gamble and the U.S. government.
Views: 8849 CXOTALK
Digital transformation is affecting businesses everywhere, even “floating cities” in the middle of the ocean. Sol Rashidi, Chief Data and Cognitive Officer at Royal Caribbean, tells industry analyst Michael Krigsman at CXOTalk how the cruise line is changing, how data and AI are shaping travel, customer service, and more. For more information, see https://www.cxotalk.com/episode/royal-caribbean-ai-digital-transformation Rashidi offers insight on roles of women in technology, how to balance family and work in tech, and explain the responsibilities of a chief data officer. From the transcript: One doesn't usually think about data and artificial intelligence in the context of cruises. So, how do the pieces fit together? Sol Rashidi: (04:31) So, take what we’ve done in the airline industry, take what we’ve done with the hotel industry, take what we’ve done with consumer products and retail, understanding where they shop, what they typically buy, making suggestions… It’s all around enhancing the customer experience by knowing what they’ve done historically with us, and then being able to predict, suggest, or infer what they may like to do with us in the future. What better industry than the cruising industry to be able to apply that same skillset? So, that’s what we’re trying to do here at Royal. Michael Krigsman: Where does the data come from? What kind of data are you using? And then, what happens to that data? Sol Rashidi: (07:25) So, that’s… It’s a phenomenal question in that. The tagline of enhancing the customer experience, and sort of embarking on a more personalized approach, is the glamorous version of everything. The unglamorous version is the work that we actually have to do. With any company, and I’ve had the pleasure of working with the largest and the smallest of companies: financial industries, supply-chain, manufacturing… And as we all know, in all of our environments, there are a ton of applications and systems that capture data. And to unify this information is an extremely overwhelming and daunting task. So, we’re no different from any other company in that. We have multiple touchpoints. We have multiple organizations. We have multiple third-parties that we work with who quite frankly do a phenomenal job of booking these reservations for us. However, do we necessarily have control or influence over how the information is entered? No. Do we get all the information we want, when we want? No. (08:31) So, being able to join all these disparate systems with different formats, types, comprehensiveness of data, the back-end to sort of build a unified layer of who this guest is prior to them embarking is a very difficult task. And that’s what we’re currently doing. Being able to unify the guests. And, everyone loves to call it as like the 360-view or the 360-profile of a guest, but I think that’s like living in the land of hobbits and unicorns. I think we all strive for it, it’s a bit of a fantasy land, but the actual execution of it is very complicated. (09:10) So, the tagline and the glamorous version of it is more a personalized experience across the customer journey. But in order to do that, we have to codify all the different elements and facets and pieces of information that a guest shares with us and being able to make sense of it. And then, we have to be able to provide that into the right hands of the right individuals who are going to encounter our guests at different points of the journey. So, piecemealing it all together is what we’re taking on right now. Michael Krigsman: (09:37) I want to remind everybody that we're speaking with Sol Rashidi, who is the Chief Data and Cognitive Officer at Royal Caribbean. And right now, there is a tweet chat going on using the hashtag #cxotalk, and you can send in your questions, and we'll try to get to them. (10:00) So, Sol, you've got this data, you're building up this profile of the guest, and so, that's the first part of your job title of Chief Data Officer. But then, you're also the Chief Cognitive Officer. And so, where does the cognitive or AI dimension come into play? Sol Rashidi: (10:24) In multiple, multiple layers. Our biggest challenge is not necessarily how to apply cognitive capabilities, but where to apply because there’s just so much room for opportunity. Leveraging video analytics on the ship, leveraging video analytics prior to embarkation and check-in, leveraging past preferences, sailing information, to infer what they may want in the future, or even infer something they never tried but could potentially like based on other feedback. A lot of it is being able to predict, infer, and suggest in advance of the customer asking so that we could either do one of two things: either enhance the experience because they go, “Oh! I’ve never thought of that. That’s amazing!
Views: 6221 CXOTALK
What is marketing technology and how is it changing? Scott Brinker, co-founder, president and CTO of ion interactive, tells Michael Krigsman of CXOTalk about the changing landscape of post-click marketing and conversion optimization. Brinker, one of the most influential voices in marketing technology, shares how greater personalization and artificial intelligence are increasingly important as marketing tech incorporates AI. For more information, see https://www.cxotalk.com/episode/marketing-technology-landscape At ion, Brinker leads product development and technology operations for the company, whose software has been adopted by organizations worldwide like American Greetings, DHL, eMusic, Inuit and Juniper Networks. He also writes about marketing technology management on his blog at chiefmartec.com; frequently speaks at industry events such as SES, SMX, Pubcon and Search Insider Summit; writes a regular column for Search Engine Land; and is co-author of the book “Honest Seduction: How Post-Click Marketing Turns Landing Pages Into Game Changers.” He is also the host and producer ot the influential Marketing Technology Conference. From the transcript: Michael Krigsman: (05:09) No, she’s really good. Okay! So, this marketing technology landscape, first off, what do you… What do you define as “marketing technology?” Is that kind of a dumb question? Or, is that a reasonable question? Scott Brinker: (05:25) Well, yes and no. Alright, so on one level, yeah, what is marketing technology? Well, we know that the simple definition would be the technology used for marketing. But, it turns out, actually, where things get interesting is when you ask, "Well, what do you mean by ‘marketing' and what do you mean by ‘technology'" because let's just take the marketing one for the moment. I mean, one of the things that are happening here in the marketing profession and the marketing industry is just this incredible scope explosion, right? I mean, marketing used to largely, once upon a time, be almost synonymous with advertising. You know, PR and the folks who put together the brochures, you know? And marketing still has all those responsibilities as well, too. But, right in this digital environment, we've added all these new things associated with the website, you know, mobile experiences; how does customer experience live from the very beginning of a prospects-first touch point all the way to, you know, ongoing customer success loyalty programs? You know, the whole social sphere; how does that fit into that? How are we managing social relationships? Influencers, right, to Shelly… (06:37) I mean, […] how companies go out and manage the different people in their environment, too. They develop those relationships with the help of the social space. I mean, I can go on and on, but the scope explosion in marketing is one of the reasons there’s been an explosion of marketing technologies. So, if you look across that landscape, there are just so many different kinds of activities and opportunities that marketers have in the digital world that, yeah, the explosion of tools is simply a reaction to that to help marketers deal with all of these new touchpoints. -- (16:03) You know, a lot of these marketing and technology leadership positions do require a nontrivial amount of technical death, right? There is some actual architecture happening here, right? We have to think through things like SLAs. Even if the marketing is running the technology team under their organization, you know, this cannot be a rote group, right? It has to be interfacing with corporate IT. There were considerable issues here around just governance. So, you know, having folks who understand that is really, really important. (16:35) I think that the one caveat I’d add to this is while I think that marketing technologists need to have some pretty good technical chops, whether they came originally from a marketing background or software background, but you know, today, they need to have somehow acquired those technical chops. I don’t think that everyone in marketing needs those kinds of technical chops. The analogy often used is like with graphic design, right? Marketing uses graphic design and there are amazing graphic designers! Hopefully, your marketing team has access to one you want to leverage. (17:12) And so, marketing as a whole needs to understand that graphic design is an important part of what we do; we need to know who we’re going to turn to for that resource. The rest of the organization needs to be able to leverage it but not every marketer needs to be a brilliant graphic designer. It’s kind of the same thing with marketing technology. Every marketer needs to be comfortable with this technology being a part of their toolset, you know, and really focus on how do they use those tools to deliver compelling marketing. But, they don’t need to be technologists themselves.
Views: 6110 CXOTALK
CIOs face upheaval and challenge on numerous fronts. In particular, business leaders outside IT --- marketing, finance, the CEO, and others – expect the CIO to support corporate innovation in ways that fall outside the training of traditional CIOs. This video is part of the CXOTALK series of conversations with innovators. You can see the entire conversation and read a full transcript here: https://www.cxotalk.com/digital-transformation-cio ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
Views: 551 CXOTALK
Data is disrupting the HR field and can help strategize a common mission across various jobs within a company. Jeffrey Stevens, chief human resources officer at Thomas Jefferson University and Jefferson Health, tells CXOTalk about how two Philadelphia universities and five formerly independent health systems merged into a $5.5 billion enterprise with 35,000 employees. “I like to use the expression, ‘I’m capitalizing on the chaos.’ We can do by design, and I think HR people have thought about, what would you do in performance, in learning, in connecting jobs? We can do that, by design, what was unavailable to do by consensus,” Stevens says. “Most people in my seat think, first and foremost, about the operability of systems, the functionality of systems. I think about the experience of each individual employee.” For more information see https://www.cxotalk.com/video/hr-transformation-data-driven-strategy-jobs Stevens has been EVP and CHRO at Thomas Jefferson University Hospitals in Philadelphia since 2015. This interview conversation on the Intelligent Enterprise was recorded at SAPPHIRENOW 2018 as part of the SAP Select program.
Views: 6816 CXOTALK
The financial services industry is undergoing digital disruption and change. Insurance, as part of that industry, also faces new opportunities and challenges. To explore these issues, I spoke with the CIO for Information at Swiss reinsurance giant, Swiss Re. Rainer Baumann handles the data and tools that experts inside the company use to understand and evaluate a broad range of insurance risks. Unlike traditional insurance, where the company sells policies to individual buyers, reinsurance offers a backstop to other insurance companies. For this reason, the reinsurance business is all about experts gathering and analyzing information on a wide variety of topics. Baumann is creating a digital workplace to bring these experts information on topics ranging from weather to cyber risk to farming in Africa. Because these experts form the core of Swiss Re, issues such as future of work and adopting new processes and technologies are crucially important to the company. See the full ZDNet blog post: http://www.zdnet.com/article/digital-transformation-in-the-insurance-industry/ ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
Views: 8489 CXOTALK
What is data science and how can we use it in business most effectively? Data science is not about the latest shiny tools, but understanding business problems and data. Industry analyst Michael Krigsman, the host of CXOTalk, speaks with one of the world's foremost data scientists to explore this exciting frontier. For more information and the podcast: https://www.cxotalk.com/episode/demystifying-data-science Anthony Scriffignano is the Chief Data Scientist at Dun and Bradstreet. He has over 35 years experience in information technologies, Big-4 management consulting, and international business. Sciffignano leverages deep data expertise and global relationships to position Dun & Bradstreet with strategic customers, partners, and governments.
Views: 7870 CXOTALK
Companies like Coursera are changing education dramatically. From higher education to vocational and skills training for corporate learning departments, online courses offer high-quality instruction at lower cost than ever before. On this episode, we talk with an online education pioneer to learn about the impact of technology on modern education. Michael Krigsman is an industry analyst and host of CXOTALK. For more information and to read the complete transcript: https://www.cxotalk.com/episode/disruption-education-rick-levin-ceo-coursera ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------ Rick Levin is the Chief Executive Officer of Coursera. In 2013, he completed a twenty-year term as President of Yale University, during which time he played an integral role in growing the University’s programs, resources and reputation internationally. He was named to the Yale faculty in 1974 and spent the next two decades teaching, conducting research, serving on committees and working in administration at the university. Rick served on President Obama’s Council of Advisors for Science and Technology. He is a director of American Express and C3 Energy. He is a Fellow of the American Academy of Sciences and the American Philosophical Society. Rick received his Bachelor's degree in History from Stanford University and studied Politics and Philosophy at Oxford University, where he earned a Bachelor of Letters degree. In 1974, Rick received his Ph.D. from Yale University and holds Honorary Degrees from Harvard, Princeton, Oxford, and Peking Universities. welcome to episode number 224 of cxo talk i'm michael Krigsman and i am an industry analyst and a host of cxo talk we have such an interesting show today we are going to be talking about changes in higher education and in corporate learning and our guest is Rick Levin who is the CEO of Coursera and Rick was the president of Yale he was the longest standing president of Yale University then he retired and began this can we say a second career risk welcome to the doc it was a complete change so so you were retired from Yale and you're at home and doing the things you do and you decided to become CEO of course Sarah how did how did that happen well I was actually on on on sabbatical away from New Haven came out Mike and I came out to Stanford to take some time off after couple of things 11 as I got approached by someone who's a senior adviser at Kleiner Perkins one of the investors in Coursera and he said you know you've got spare time Rick you ought to come over and help us the Coursera and I was a big fan of Coursera we yell was a partner and I read them online learning experiments at Yale in the past said sure and I gotten discussions with Daphne Koller and ander on the co-founders about serving as a kind of consultant for it for for them right it was no sooner had I done that that John Doerr the famous leader of kleiner perkins was all over me to say no no what you really should do is not be see your advisor become be the CEO and helped build the company in it was usually tempting and because it's such an amazing company with this with such an important social mission we're really doing great work so tell us about Coursera it's an amazing company with a great social mission so so tell us what is Coursera and underlying the activities of the company what is that mission okay well the mission is easy the mission is to is to transform the lives of people by giving them access to the world's best education so we are a platform that best universities we're distributed worldwide we we have using advanced technology to enhance the learning experience and we have reached over over 25 million learners worldwide three-quarters of them outside of the United States and you know we offer courses across the whole spectrum of human knowledge but what we found in terms of you know shaping a business model is people are happy to watch the videos for free in all of these courses but it's only in sort of career relevant fields that they're willing to pay for credentials so the model is the courses want to get sort of certificate that you completed the course you pay a very modest prices on these words like we're on subscriptions for some of them now at forty nine dollars a month others are priced at $79 of course it's very reasonable and this is drawing people from all over so that was a basic start the we since branched out to do some other things but the core business is you know built on free massive open online courses that are open anyone and then people who want to pay for certification are starting to use these credentials as with educational institution so so well-known professors are putting their courses online with Coursera that's partners include some of the top universities in the united states such as yale and stanford and university of pennsylvania
Views: 8620 CXOTALK
An experienced Silicon Valley veteran and social impact expert explains how to use lean startup techniques in non-profits. Approaches such as minimum viable products and iterative development can help social benefit organizations develop new business models and gain traction in the market with the greatest efficiency and lowest cost. This video is an excerpt from the complete CXOTalk conversation between Michael Krigsman and Ann Mei Chang. You can watch the entire video and read the transcript here: https://www.cxotalk.com/episode/empowering-social-impact-lean-principles Ann Mei Chang is a leading advocate for social innovation and author of LEAN IMPACT: How to Innovate for Radically Greater Social Good (Wiley, Nov. 6, 2018). As Chief Innovation Officer at USAID, she served as the first Executive Director of the U.S. Global Development Lab, engaging the best practices for accelerating impact and scale from Silicon Valley for the world's most intractable challenges. Previously, Ann Mei was the Chief Innovation Officer at Mercy Corps, and served the U.S. Department of State as Senior Advisor for Women and Technology in the Office of Global Women’s Issues. Prior to her pivot to the public sector, Ann Mei had more than 20 years’ experience as a technology executive at such leading companies as Google, Apple and Intuit, as well as a range of startups. As Senior Engineering Director at Google, she led worldwide engineering for mobile applications and services, delivering 20x growth to $1 billion in annual revenues in just three years.
Views: 7338 CXOTALK
Zillow is one of the largest real estate and rental marketplaces in the world, with a database of 100 million homes in the US. The company pioneered data-driven, automated home value estimates with Zestimate. On this episode, we speak with Zillow's Chief Analytics Officer and Chief Economist, Dr. Stan Humphries, to learn how Zillow uses data science, statistics, artificial intelligence, and big data to make real estate predictions as part of the digital transformation of real estate. Dr. Stan Humphries is the chief analytics officer of Zillow Group, a portfolio of the largest and most vibrant real estate and home-related brands on Web and mobile. Stan is the co-author of the New York Times Best Seller “Zillow Talk: The New Rules of Real Estate.” Michael Krigsman is an industry analyst and host of CXOTALK For more information, see https://www.cxotalk.com/episode/data-science-zillow-stan-humphries-chief-analytics-officer ------------------ Check out more CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------- From the transcript: Stan Humphries: (01:31) I’ve been with Zillow since the very beginning back in 2005, when what became Zillow was just a glimmer in our eye. Back then, I worked a lot on just algorithms, and some part development pieces; kind of a lot of the data pieces within the organization. We launched Zillow in February of 2006, and back then, I think people familiar with Zillow now may not remember that between our first couple of years between 2006 and 2008, all you could find on Zillow was really all the public record information about homes and displayed on a map. And then, a Zestimate, which is an estimated the home value of every single home, and then a bunch of housing indices to help people understand what was happening to prices in their local markets. But, we really grew the portfolio of offerings to help consumers from there and added in ultimately For Sale listings, mortgage listings, a mortgage marketplace, a home improvement marketplace, and then, along the way, also brought in other brands. So now, Zillow Group includes not only Zillow brand itself, Zillow.com but also Trulia, as well as StreetEasy in New York, Naked Apartments, which is a rental website in New York, HotPads, and a few other brands as well. So it’s really kind of grown over the years and last month, all those brands combined got about 171 million unique users to them online. So, it’s been a lot of fun kind of seeing it evolve over the years. (06:13) How has the Zestimate changed? Stan Humphries: (06:19) if you look at when we first rolled out in 2006, the Zestimate was a valuation that we placed on every single home that we had in our database at that time, which was 43 million homes. And, in order to create that valuation in 43 million homes, it ran about once a month and we pushed a couple terabytes of data through about 34 thousand statistical models, which we thought was, and was, compared to what had been done previously, was an enormously more computationally sophisticated process. But if you flash forward to today; well actually I should just give you a context of what our accuracy was back then. Back in 2006 when we launched, we were at about 14% median absolute percent error on 43 million homes. So what we've done since, is we've gone from 43 million homes to 110 million homes today where we put valuations on all 110 million homes. And, we've driven our accuracy down to about 5% today which, we think, from a machine learning perspective, is actually quite impressive because those 43 million homes that we started with in 2006 tended to be in the largest metropolitan areas where there was a lot of transactional velocity. There were a lot of sales and price signals with which to train the models. (07:52) What's in the rest of, as we went from 43 million to 110, you're now getting out into places like Idaho and Arkansas where there are just fewer sales to look at. And, it would have been impressive if we had kept our error rate at 14% while getting out to places that are harder to estimate. But, not only did we more than double our coverage from 43 to 110 million homes but we also almost tripled our accuracy rate from 14% down to 5%. (08:22) Now, the hidden story of how we’re able to achieve that was basically by throwing enormously more data, collecting more data, and getting a lot more sophisticated algorithmically in what we are doing, which requires us to use more computers. Just to give a context, I said that back when we launched, we built 34 thousand statistical models every single month. Today, we update the Zestimate every single night and in order to do that, we generate somewhere between 7 and 11 million statistical models every single night, and then when we’re done with that process, we throw them away, and we repeat again the next night. So, it’s a big data problem.
Views: 11867 CXOTALK
For more videos and to read the complete transcript, see https://www.cxotalk.com/episode/cio-strategy-workshop Modern IT strategy requires the CIO to be both a technologist and business expert. On this episode of CXOTalk, we bring a book author and IT strategist together with a practicing CIO in healthcare. Christopher Houser is the Chief Information Officer at Signature HealthCARE, a $1.1B organization with 116 locations in 10 states and over 17,000 stakeholders committed to services across the continuum of care: skilled nursing, home health, assisted living and in-home care. Christopher supports the company’s digital growth agenda, leading an enterprise technology transformation, including significant modernization of the platforms and infrastructure used by the core business and stakeholders to provide the best customer experience at all times. Isaac Sacolick is a successful CIO who has led digital transformation, product development, innovation, agile management, and data science programs in multiple organizations. He has transformed underperforming businesses by delivering new digital products, investing in strategic technologies, enabling agile practices, outsourcing commodity services and establishing performance metrics. Isaac has been recognized as a top 100 social CIO, blogger, and industry speaker.
Views: 4342 CXOTALK
How are cable providers evolving to compete with cord-cutting, streaming services and new media? Chris Satchell, Executive Vice President and Chief Product Officer at Comcast Cable, speaks with CXOTalk and guest co-host Brian Solis about digital transformation in the cable TV industry. For more information: https://www.cxotalk.com/episode/comcast-digital-transformation-innovation Chris talks about using agile development for product devopment at Comcast, Xfinity, and the X1 platform. Satchell leads Comcast’s product, design and innovation teams in Philadelphia, Denver and Silicon Valley to develop and design the company’s consumer products used by millions daily. He previously served as Consumer Technology Officer at Nike, and EVP of research and development at IGT (International Game Technology), the world leader in gaming entertainment and casino systems. From the transcript: Chris Satchell: Well, the first thing I'll say is I think we did less continuous delivery 50 years ago than we do now. That seems likely a little bit before my time, but I fully agree with Brian. Brian and I, one of the reasons that we became friends is we see eye-to-eye on so many things about the consumer journey and how you have to enable that. I fully agree. Culture and people are the keys of any technology transformation, I mean any transformation, but especially technology transformations. One of the things I always think about, and I talk to people about this, is in my whole career I've only actually ever seen two projects go off the rails because of sheer technology, and your technology is just too hard to overcome. I mean it's just limitations at that point in history where you just couldn't get past it. Every other issue has been about people, and so, for me, technology is inherently a people issue. That's how we approach it. You have to get the culture right. You have to get the context right. You have to get the team right. You have to get direction right. Then you can drive change and accelerate it. You have to get the right platform. As we talk about enabling change, enabling innovation, it's fine to have great intentions. But, all your platforms, systems, the connectivity between them, and the tools you have to get ideas into those platforms, if they aren't in place and if they aren't designed around velocity, you're not going to be as fast as you need to be in this world. Although you have to have everything else, what I say about it is that a great team will overcome anything. If you can take a great team, give them the context including the tools to do great work, they will accelerate, and they will outstrip anything you thought they might be able to do. I'll tell you that, in many cases, I found that change agents have found that not only does ROI stand for return on investment; it also stands for return on ignorance. What happens if we don't do this? Brian Solis: What is that cost? What can we prove out that shows that these investments will yield this now and over time? It's really trying to change people's perspectives and mindsets of what return actually looks like. It opens their mind because, in many cases, executives don't know what they don't know. I want to believe that Chris is right that people want to do the right thing, that they're not evil in many ways. The reality is that many executives actually just don't live the life the way or live the company the way that their customers and employees do. I used to call this the Undercover Boss moment, if you ever watch that show, which [laughter] I love because it's always inspiring, but it has the same ending every episode. That is, when you put an executive in the shoes of an employee or a customer, they can't help but feel the empathy of what someone else has to go through on a day-to-day basis. It opens their eyes to see what's possible. We have right now such a distinct difference between how customers are evolving and employees are evolving and how executives are going day-to-day in terms of what they're reporting and what they're driving. Someone has to bridge that gap. Part of what Chris was referring to in terms of speaking the language or the common language, or what I call speaking the language of the C-suite, is that you have to put those numbers together. You have to be many things. I say in this research report on The Change Agent's Manifesto is that you have to be not just a politician, but also a lawyer and also a data storyteller in that you have to bring all of these different things together that show what someone needs to hear and how they need to hear it tied together with numbers, tied together with evidence, tied together with possible outcomes and potential outcomes so that everybody involved can believe in your work.
Views: 7470 CXOTALK
Rainer Baumann, the CIO for Information of Swiss insurance giant, Swiss Re, presents his view of humanizing the future of work and knowledge. This video describes Baumann's work with harmon.ie. See the complete video and transcript: https://www.cxotalk.com/episode/reinventing-digital-workplace-swiss-re See also: http://harmon.ie ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
Views: 5281 CXOTALK
#198: Digital Transformation and the CIO Business expectations of the Chief Information Officer role have changed dramatically, forcing CIOs to adapt and evolve. This episode explores what's happening with CIOs and offers practical advice to both the business side and to CIOs themselves. Our guest is author Martha Heller, who is president of Heller Search Associates. Before she established her career in executive search, Martha was Founder and Managing Director of IDG's CIO Executive Council, a professional organization for CIOs. During her seven-year tenure at CIO magazine (IDG), Martha developed leadership programs for CIOs and directed the CIO Best Practice Exchange, a members-only network of IT leaders from top-tier organizations. Martha wrote a weekly column on IT leadership and led a series of executive events on IT staffing, career development, and leadership. Before CIO, Martha was an editor at Rutgers University Press. Martha continues to engage with CIO audiences every day. She is author of The CIO Paradox: Battling the Contradictions of IT Leadership, and Be the Business: CIOs in the New Era of IT. Martha writes CIO.com’s Movers & Shakers blog, and her e-newsletter, The Heller Report: You and Your CIO Career, is read by thousands of IT professionals every week. For more information, see https://www.cxotalk.com/digital-transformation-cio ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
Views: 1692 CXOTALK