35 Burst results for "CIO"
Interview With Cathy Southwick, Chief Information Officer, Pure Storage
"Capi south welcomed technician. It's great to see you today. Great to see you too. Thank you kathy. I thought we would begin with you. Your role you are the chief information officer pure storage and maybe you can take a quick moment in provide a brief overview of pure storage. Is business right now. I'd love to do that. So you know appears for relatively young company are i ten years we really set out. To complete change. Storage industry disrupt the status quo. That we'd all been dealing with from an it lens and our vision was really built on being very customer. Centric wanted to fundamentally change expectations for data storage management. Want to think about it from enabling codebase real time access to resilient hybrid cloud data storage for it Not just for. It also developers devops alike etc and really week of storage as co we really want to storage to be dynamic to provide that cloud experience be flexible on demand and really be able to allow developers in spanish to really consume it at their at their Their needs so. That was really whole premise. Behind period. we of say we put the check mark on that and now as we had to go into this next ten years of our company. We really wanna make sure that. We're empowering those organizations who want to really think about their operations as true automated storage as a service model and and really to work across multiple clouds in environments and So that supports on premise. Off prem dedicated or shared platform. So that's really kind of the essence of pure as really being that very customer centric figuring out where we want to be to help our customers data to use Whether reducing the complexity and be able to manage their for structure. That kind of sums up. Think about pure. That's great a great summary. I appreciate you giving that overview and let's talk a bit about your role is a chief information officer no to seattle roles exactly alike. What's what's the what's within your purview. Kathy yeah. I feel very fortunate. I have an incredible Global it team. That's in both domestic us wilson locations around the world as well And we also have responsibility for our cyber strategy for all of the enterprise as well as our product so think of the traditional. It responsibilities of all of our on prem off prem the assassin environments application environments along with data federal that. We support the business but we also have that responsibility as well for looking at what cyber look like for our business around helping to ensure we protect not just our employees and our company but also our customers as well
Interview With Marty Paslick, CIO, HCA Healthcare
"Mardi first of all. Let me thank you for your time in joining us for this podcast. I very much appreciate it. Pleasure and i'd like to get started by learning a bit more about you. And what makes you tick before we dive into all of the Challenges you face and your approach to meeting those challenges so to get started. What actually drew you into the world of tech to to begin with. Gosh i wish. I really fancy answer for that. When i was in high school. I had an opportunity to take a Computer programming class. And i received an extremely generous see end of that class. Two years later my brother takes the same class and he doesn't realize that i was just a struggle to get through the class and so he reaches out to me in seeks my help and i literally took his textbook and i dove in and i said i'm gonna i'm gonna learn this and i think most people in technology would say there's a moment where you know the puzzle pieces kinda come together. And for me all the sudden it clicked and was able. They helped my brother get through the class but also said you know. I think i'm pretty good at this. I went on to college initially to study in the business school but eventually went back. And i said look you remember how good you were that so. I went back into the engineering school after that. And and that's what really got everything started.
CIOs of Dow and CarMax Drive Process Modernization at Scale
"Let me begin with you melanie please. So wow what a. What a remarkable several years. It's been during your time and your tenure as chief information officer dow has been through major acquisitions. It's been through multiple major Divestitures as well yours is an organization generally speaking but an it organization more specifically that has had to foster a tremendous amount of change and stand up as well as spin out a lot of parts of the organization and think about the people process and technology implications of each of those things. I want and what one of the fascinating changes that you've ushered in is a changing. It's orientation more towards service delivery. And i wonder if you can take the story from there and talk a bit about i. Why maybe talk a bit about the specifics of service delivery as as it's defined within your organization as well as some of the methods you have used in order to bring that about scherer. Thank you peter and happy to be here. You have been through tremendous change over the last few years with the Like you said the merge of two companies and spin out of three companies which davis a great opportunity to drive changes and really Early-on start driving some of our digital transformation which put us in a really good position As the pandemic But one of the key changes from as an it organization we help drive. Change across the whole company Several years ago. When i took over as cio we put a strategy in place which was really a not an it strategy it was really a it strategy for the company or the organization and as part of that we really changed our approach To how we how we execute in in in nis we focused on the customer experience the employment experience and working at the speed of business
Supporting Women in Technology
"Jillian. How are you today. I am loving. Today it's beautiful. Outside so julia. Tell me about what you're doing these days. What are you up to you and then let's talk about. Let's talk about the conference that you do the sisterhood and technology what while it's been a hugely busy spring has it that everyone i talked to okay. People stopped holding their breath. Cove ed and they're like okay. Let's do this thing so we are really like i'm. I'm busy so i work at harvard. Your partner is i do. I'ma account executive so. I'm feeling a bunch of great possessions for people right now but more importantly working on sisterhood of technology which we've talked about before and it's an effort to really make sustainable change for women in the workplace especially in technology. That is what we're working on and we had to cancel accomplished last year. And it was such a bummer. But we're going to do it this year. We just confirmed we get to have a few people on site like one hundred people on site and we're gonna do it also virtually so we are tom. We have this amazing lineup of speakers that most people around the twin cities probably haven't heard it's going to be. It's going to be really cool. Yeah i'm excited for it. I was bummed. It last year's had to get canceled. But i think it's a really important. I think it's really important mission that you're doing and the conference if i'm someone who's interested in a conference who specifically is the audience for it who do you think would get the most out of it as a really good question. So here's the thing. I would say how it's targeted there is. I think there's two fold things that we need to do for women in technology. Women need to have each other's backs right so we need to do networking and mentoring. That will be an option both virtually and in at the conference blame as well but the other half a bit is really what text mission is all about and that is really to engage organizations to make sustainable change. What does it really mean. What does it mean to be a have gender diversity and a company so people who are interested in not only their own connections there on networking connections but also. What are the key things. That i need to do. Either as a vp of technology a cio. Or someone just coming up through the ranks that needs to do organizations. How can i influence that
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Thanks for having me. I'm looking for a discussion. I am as well have been for a while here so set. You're the global chief. Information officer pepsi co. You have been in that role for coming up on a year and a half as no two cio roles or alike Talk a bit about your purview. In that role if you would i i really couldn't have asked for a greater opportunity. Backups with the company for a bitch item in return the role of the cio is as you would imagine multifaceted. There's no today's the look alike..
A Focus on The Client's Cloud Experience
"Welcome back to status. Go in our continuing series of discussions on your cloud journey in this series. We not only talk with industry experts. We also talked to technology professionals who are on their cloud journey. Today's guest has a unique perspective on the cloud having been on both sides of the desk as a sales professional he is sold cloud and cloud solutions now as the managing director for money tree software. He has experienced. Cloud journey firsthand. I am honored to introduce a colleague. A mentor and a friend pat spencer. Welcome to the show pat. Jeff thanks a lot it's It's really a pleasure to be here. Great talking with you and look forward to our discussion today so before we dive into your cloud journey. I'd like you to share your background and some about the unique perspective that you bring to our conversation today. That sounds good as you know. It is varied so hopefully the audience will be able to follow but i actually started my career in banking graduated from ball state university and for the next ten years. Really dedicate myself to banking with an emphasis on commercial banking working with businesses on basically how to finance and manages our companies as appropriate But that led to a desire to move into technology because of some companies. I really became good friends with at the end of the day. So i left banking one thousand nine hundred eighty eight and went to work for local indianapolis software company called baker hill which ironically sold software to banks Which was a good entry through me to continue my my professional sales career but also step into the world of technology and so i spent a few years with them. We were acquired by a company called experience. You may have heard of them and stayed with them for about another five years. But then i started to get a little itchy if you will to do something kind of crazy and so i actually went and worked in indycar motor sports for a couple of years. Were very fortunate enough to be executive vice president of operations for panther racing. I say that because our sponsor was the national guard in just the spent a couple of years working with the minimum of the national guard was just such a privilege. It was so far from what i was doing that. It was just a one and refreshing but yet just a little bit of a payback to our men and women of the armed of the armed services but from there. I really did not like being away from home. One hundred eighty two hundred days a year to get back into technology. Did so an. And that's actually wearing you. And i met you were at cio of goodwill. And i was your lackey. Sales rep for a couple of years. Our lacking sales but worked at another local company called blue lock where we focused on infrastructure as a service disaster recovery as a service in obviously eventually was acquired in work there for about six years which actually then led me to where i'm at today in. That is the managing director of money tree. Managing a saz company infants ac and we are owned by accu chek in other indian owned company that provides trust accounting software and i basically manage the business unit For money tree underneath accu. Chek
Team Selling with Lisa Palmer
"I'm lisa palmer and i'm super excited to be here at the sales success summit twenty twenty today. We're going to talk about team selling visual dr boarding and how you can combine these two to win in the enterprise sales so for those of you who may not know me from before. I have an interesting background in that. I've said on both sides of the chair from buying and selling perspective. I spent the first part of my career as an it practitioner up to and including a chief innovation officer role which included both a cio and cmo function. So i spent a lot of time in the buyers chair. I've also had the privilege of sitting on the enterprise selling side of that table for many years now and i want to share with you today. Some of the things that i feel like are critical to helping win in a complex b. two b. enterprise selling situation so today we're gonna talk about five key points. We're going to start with what the success look like defining. This upfront is absolutely critical next. We're gonna talk about. How do you backstop your deals to make sure that the timing doesn't slip then we're going to talk about the key to avoiding competition in your with your customers with your accounts that we're going to move into a process. We can actually operationalize what we're doing by co creating the solution approach with our clients and then finally. I'm going to give you some visual dart boarding examples. These are really important to get your to get your juices flowing around what the possibilities are for you to be able to apply the technique with your customers. The number one thing. I always tell people. Is that selling about helping our customers to be successful in if you care about helping your customers to be successful than you will really dig in witham and co create solutions. So let's talk a little bit more about how we get to. That co created solution. So let's start with defining success so anyone who's ever heard me speak before knows that i am a huge proponent of doing your homework so before you ever engage with clients. You need to have done a robust background. You need to have researched your client as an individual person as a buyer. You need to have researched the their particular enterprise the industry that they're working in and you need to understand macro economic climate challenges that they are facing so make sure as that very first. Step that you define what success looks like from your customers lands always always from the customers. Lund's next we want to talk about. How do we backstop are deals. And what do i mean by that. The number one competitor for each of us from selling perspective is do nothing as we all know. Many of our clients will ultimately decide. The risk is too high. The timing's not right. Whatever the case may be they actually choose to do nothing so we want to make sure that we are clearly identifying in partnership with our clients. What a back. stop. Timeline is what i mean by. That is focus on the business outcome that they are trying to drive so when we talked earlier about defining success from the customers lens than we want to dig into that further and we want to understand not only what success looks like but what is their time. Line the timeline. For the business outcome that they're trying to create and once you understand what that business outcome need is what are they trying to do with their business. And what is the time line that is associated with that that by identifying these things then you have a very clear time line so that when your customer is tended to not move forward to not push down the process you can remind them of how your joint solution is going to help them to meet their desired business outcome timeline so without backstopping against that time line you're going to put your deal at risk and more importantly you're going to endanger the customer's ability to make the impact that they need to make for their business so again. If you approach everything from the lands of helping the client to be successful this backstop piece is very obvious and helps everyone to understand why it's critical that you keep moving forward
Creating super-human voice assistants with Nikola Mrki, CEO of PolyAI
"Apple for a while and then you win and create polly ai. What was it specifically the kind of took in that direction. What was it that you enormous in wasn't working either necessarily broadly speaking invoice technology. What was it that you saw wasn't quite right. In what problem did you think you could solve by by creating paula. I absolutely so What i think the challenger creating a horse assisted. Level thrive people through any of these media kardashian mobile phone speaker. Second thing it's different. Hotter product has many uses. The finish quality and other food is very different. People inside cleanable the to clear those the ottawa Negative while we're kind of like you know the future Know say amazon charged enough to have On every two will not when you aggregate fact their fifteen thousand equal working at alexa do actually as long as someone who worked on this before it was as huge as opulent as it is today. You can't help but things have not achieved back much when you know like the few scenarios that he knew any of these technology despite music you know setting larssen timers asking you questions when playing board games navigation of exiting but overall. It's really not that overwhelming. There wasn't hope that this would be the next thing after mobile really. it's kind of growing. It's growing the read. The say laptops grew up in the ninety s and the group right in compound. Interest is miraculous dion here with a laptop. But it's definitely not exploded in the way to save the iphone. Did even though. I think many of these companies that would now you hear these very articulate narrative Directly to shop is enter. Be really materialized when we have a are in vr blindly. Those are all things that will build into insomnia clear where He conditioned from the ecology by co founders through our senior research team. We were all brought up by. Crm's steve is less cambridge professor. Almost one of the guy had species mission for years. Was the leading person. Pushing hidden markov models. We wanted only way. You'd bisbee shirt mission until these learning got an and really as a matter of ernst and they were more efficient methods previously Westchester kangaroos he sold three counties As he you know supple the see that since two thousand six hundred billion dollars bermudian six Missionaries are twenty thirty years. It is impossible for measuring that you can have a sophisticated conversation with us. But see sorta developing formalism the models these errors is waste recovered specials severe to really bring converse in to the understanding. So that you're able to really elevates something we really awesome A few people in the company that there are similar problems leader in the battle management decided save depending on. Both the of the user might have met Sheet metal wall seats available shop inventory or reservation book and so on. Yeah i mean when when when you think about what has been built in where you go. Silence made sure to make progress. The most isolated followed that as scientists Both saw its customers. There's a lot of data. There's a genuine genuine. Consumer eve right at All these fools and interestingly i land look you go into a large People customer experience with people bought line of the cio's and they all really end up on with your yard also. And if you haven't done this before we ever all happened so you are brighter citizens. We were the city when we had a lot of success for us. Few years is really a shame of systems that are incredible airless. Some of the most sophisticated thought An employee narrow the bird. They're not here and talk to you about anything we can talk to you but meeting life but you know you want to book a table and you really or schedule. Data's choosier through the evening. Not after learning must really complex stuff. The the more by the customer service is are actually able to evaluate the systems breath. And how he florida track assistant done and that. The second problem is blake all frustrated. Leave users fears to Speaking we choose our battles but out we're able to perform the most human agents quite often we beyond to be probably won't really into application just until how do mean by outperform humans in in what respect to outperform. So that's your accomplice crush on the on the one hand just reaching characteristics. Aw a support. Asians or human didn't make them popular the audio voice. Speeders your other understand. The user meets all jeering answer. It didn't constraints where it is more narrow occasions where eagles Now when he reforming hugh. If i stayed in my last elections naza were. Wade's speakers Are you paying and quickly. Say that my vote is was that might or bamberg for the for scherzer. God's actually slow surprise a matter of fact but now we're able to mav performed see humans wanting to actual research the school of cool still understand really talk to the salsa just beating the baseline but there are very few most sectors so well we've been there for long enough to receive a very product where they're hundred about it like sizes of all those questions even though the answer because it's more bright they how the answers. They're connected to social system. The answer changes you know media the people because they straightaway. Don't get tired whatever language you need them to use Something's the edged. Change the So there are many hours which museums are falling like. We speak a few languages. You know we don't know the answers. We will startle both codes and in many of these many of these problems we have transactional but really currently functional assistance in place authors.
Where Conversational Interfaces Belong in Banking - with Shankar Narayanan
"So shankar. I wanted to start off talking about what elements of workflows within banking where we can really apply conversational interfaces today. I think there's a lot of claims about ai taking over customer service or some other functions but of course it's more nuanced than app when you take a look at where your technologies being applied and what you see in the landscape. How would you summarize wear conversational interfaces fit in in banking right. So there's a lot of hype around conversational So i would like to break that particular meant we are on the very early stages of conditionally. I am in the technologies just evolving as long so in terms of in banking. I think the key use case for conditionally is of several but let me talk about the customer engagement side am banks are looking at cutting costs on call centers and reputation calls which comes into the call center they move into some form of a flow for chat bots and chad votes has to be intelligent enough to understand that alonso's and respond appropriately the challenge. Which we've been seeing and which most of the companies thunder companies are evolving from celebre. Give you an example. This has been restarted. This company was that everything's moved conversation and unstructured data. And we just happening where you have people chatting or come on what they can ask anything. Because there's no structured work or the zone many shropshire that they can ask anything. So you'll you'll heavy lifting is done by your systems in entirely to understand. The piece has to be good enough to understand the intent and appropriate the answer Their tools at one is banks have to be pretty strict in terms of how they respond just to make sure that the brand is kept so the way. If if it's an ai which is open to training or training without any human interface. It can this phone and get trained and If based on property may give a wrong response so if we need to have a better control on that and stock has to be built in that so what we are seeing or the bureau of let me give you an example right when we started in twenty seven twenty eight when we launched our first services with a bank the workload pretty structured the opportunity impact build a lot of variations on radiance fall the the intense again the stroke of the nlp to understand how pavilions for that to respond a car in the food has to happen is let me give an example if i make a query that hey there's my checkbook i applied for it guest today so you may have multiple variants which built in and the system understands what you intend hits and response to it. We launched. We had of art. Sixty thousand interactions per day mid some of the banks on viet launched in india. Where the there are twenty million customers and the operational team was overwhelmed. Because you can't keep having team billions so we have to build a deep learning mortar so that it auto trains and the billions auto bill so this my team both so there was a lot of learning which we act do as we each rated in canonisation layer journey the customer engagement side. That's the sign the law of other use cases which is emerging will the last few years especially in a machine comprehension whether market documents which banks have and. Let's assume that you are a relationship manager and you just want to know that on. How is the apple Gonna be doing tomorrow. And what does the cio report. Amancio information office of has created and the relationship manager doesn't have time to read through it so you have a reading the document which is being fed understanding the intense and comprehending it and you can quit any queries and it will not give up particular on servile pick relevant answers and showcase whether human gan understand it and pick up the knossos. It's such plus plus right. So i see that as a segment which we are working on with some max banks so using a for internal processes you have the rpm which is basically. That's a separate were to complete version. But in terms of con- additionally is fell focus on you. See a lot of use gives us or hr all the mundane tasks which people have to communicate with. A human is being moved onto box or workflow base os and that starts the shift which is happening. And we're seeing that. I have data which shows the in fact last month a one of the banks did six million interactions in a month. Or the because it's amazing but the final. Wally masur doing now just to clarify chocolate. This is six million internal interactions. You're talking about this. hr faculty here. No no no. No your customer writ large of a lincoln howard phasing customer actions retail banking iraq jumps rea-. Now that makes sense humans out there but just imagine a call center will not be able to have that kind of scalable volume now. There are lots of unique interactions which are happening which banks looking through. So i'll give you an example while the banks had to adam. Api just tell where the credit card is going to be delivered on which day just going to be delivered because they didn't have the use case but customer Asking that i applied for credit card. Where is it. I haven't received it so bank said okay. I don't want this to go to the call center. I want to based on customers asking these questions. Why don't i give a particular times time kind of thing where i can tell where the where the credit card is share not share so what is happening with conversation is if banks can leverage and i think banks are slowly understanding the scale of it
"Mary frank johnson. Welcome to technician. It's great to speak with you. Thanks so much. Peter i always enjoy talking with you. I do as well so please on the record at this point. I'm i'm as somebody who is a luminary ao space. You do not need a big introduction with my audience. I don't imagine but you are perhaps best known. As former editor in chief of cio magazine the the moderator of the cio leadership live broadcast which is just a phenomenal phenomenal series of interviews with with leaders in the tech space x os with a healthy dose of course of chief information officers as the name suggests and a prolific writer. Somebody who's wisdom. I know my team. And i have have gained mightily from across the years as well so i'm so pleased to to have this more formal conversation after many many informal ones with you okay. Well thanks very much peter. I we've got a lot of great stuff to talk about indeed indeed wipe. We begin at the beginning at least as relevant to the cio space. You're not somebody who grew up with immersed in technology You are somebody who The written word came the more easily to the dentist too many others. Perhaps and and you were focused on journalism. I wonder what was what was the genesis of your time In focusing your skills on the cio. Space okay thanks. Exxon question and i love telling the story because i think that it reflects so much of how many of the it leaders cio's that we both know today ended up in the positions that you know they were music majors or they majored in english literature and history and then they got really interested in data side of things for me. I had started out. I spent ten years at daily newspapers. In florida and ohio in washington state and i reported on everything from city and county commission beats to k twelve education to police even state politics when i was two bureau chief for gannett news service out in columbus ohio and then we were moving to the boston area in nineteen eighty nine. My husband was an atmospheric scientist and he was taking a job in cambridge and so naturally i went reached out to the boston globe and to the boston herald and the it was. Nobody was hiring. So i was. We were arriving in the boston area. And i had heard about a very vibrant technology publishing world here and so i had examined it somewhat and made some phone calls A lot of this was so far before the days of regular emails. And you know we weren't living on our phones. Then so i was just applying my reporter skills to it. And i ended up getting a copy of computerworld mailed to me and sat there. I remember sitting there in my living room in ohio looking through it and feeling somewhat reassured that i could understand about what have the stories were about And then on the drive from ohio to massachusetts. I basically grill my husband One side down the other about the computer industry. Because i was coming into it only knowing that ibm made typewriters and the rest of it was kind of a big mystery. But i had been using some of the very early unix. That was vi editor on unix. That you could use to do work on. He had some sun workstations and very early versions of sun and unix workstations at our house and so i used that a little bit. And i remember when i was in my interview for the computer job with The executive and executive editor in the editor chiefs of computerworld. I think they were very impressed. That i was referring to things like vi editor in youth so but computerworld at always hired. They hired reporters who could learn the beat. And i think that's pretty much the way almost everybody on the tech journalism side got into it. They were journalists bite training. Then they do. They dove into their beats. Because one of the things we discovered trying to hire people over the years if you try to higher in a technical person and hand the technology beat they wouldn't know the story angle with fell on them so it was really important if you were genuinely out there reporting And then i found enjoyed it. I just enjoyed it so much and by the time i was a couple years into my job at computer world when the boston globe was to interview people and hire all. But i wouldn't left for anything at that point it just it was such a. I just enjoyed the way. The story kept changing and advancing and moving forward.
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"And how do you partner. Frenemies right amazon is our partner. They are also a competitor. When lou companies. I sit on the board of you know. We make products for amazon to sell as their product but we sell our products on the amazon site right. So you're going to see much more of that. There should be very little. That is off limits around what these system partners are and you have to be you know xhosa system aware as well right. You have to absolutely understand everybody else's ecosystem and possibly how to leverage and all of that but venture capital these constructs now which have emerged. There's there's different place you can. You can create to actually be able to achieve you. Know some of the businesses models successes. You know implementations understanding every you know what people do what they expect what they want to win with because everybody wants to win at something right and how do those fit together as puzzle pieces to make a big win or a win win hugely important. If you think about small areas of expertise that you can pull together to do a big transformation or win or change. It'd be much faster than trying to build it yourself or with what. We used to call traditional business partners business relationships and partnerships. Yeah that's really interesting. Talk a bit about if you would. I know also you were. I think a fairly early practitioner of insight that Cio's need to be customer cognizance at believe you and i've talked about the example. I always used to give the you know not so long ago into to a certain degree today as well. You asked a cio. Who their customer was. They'd say their colleagues which. I always say as sort of a declaration of distance in the. It team is doing value. values created. Back that's your orientation And so talk a bit about the way in which you think about customer engagement as a source of incites in innovation ultimately. Yeah absolutely so it starts with the customer. The consumer it starts outside incompletely. What is it that people can't do. What are the frictions. they have. What is it they need. What is it. They don't even know they need author gonna loss right and when you start there and you move back. That's where you really can develop a hardawy. Get this out there quickly. And how do i meet. Those needs or desires. They don't people even have you know. We used to say in the auto industry designed for manufacturing and design for lane efficient effective and operational excellence. Are things that you continue to strive for. But you don't win until you meet a need externally right.
2021 AI Market Predictions
"So if you've been listening to a today podcast for awhile. welcome back. We really appreciate all of our fantastic listeners. But if you're a new to the podcast. This is your first episode. We like you to know that. There's hundreds of episodes that we've been producing over the last four years on with the have everything from great interviews with a i thought leaders and insights into the market trends and adoption in public and private sectors. And actually will be doing one of those insights into the mayor market trends on this podcast episode but also conversations on key topics on what's happening with a today and in the future so over our past for years almost two hundred episodes we've interviewed some incredible influencers. So we encourage you to go back and listen to a lot of these episodes. We have episodes interviewing folks. Ben kurzweil of singularity net and the sofia robot colin angle from founder viral anthony griffin. Yano from dun and bradstreet eager. Perry switch from lincoln. Suzanne can't the former us federal cio. The hose arrietta ceo former cio of the us department of health and human services. Lord tim clement. Jones keep people at organizations large and small and lots more so Definitely subscribe to the today podcast so that you can basically here are insights on the technology markets and how different industries are applying emerging concepts machine learning. And just in general long story short if you want to understand how. Ai is being put into practice today. Which is why this is called a today and where it's heading. Make sure to subscribe day today. On your favorite podcast provider and listen to our hundreds of episodes. Yes so as ron mentioned today we wanted to spend some time talking about our twenty twenty. One a. i. Market predictions and forecasts at the beginning of every year. We always you know. Take a step back and look at what happens over the past year and where we things going moving forward so acog melinda in case this is your podcast or you're just starting to listen to us. We're an ai. Focused research education and advisory firm and we really focus on market intelligence. We cover all over twenty thousand vendors in the space so we have a great pulse of what's going on and we work with both public and private sector companies so we really have a holistic view of the space so we wanted to spend some time today reflecting back on what we're seeing in the market and then making some predictions and forecasts about where the market will go in twenty twenty one so one of the first predictions that we have. These are not in any sort of ranking order. They're just how he laid out this podcast. So we have that worldwide adoption of artificial intelligence and machine learning. We've seen it growing at a very high rate and were predicting that this is not going to stop anytime soon. I mean so. There's a lot of indications that show that we are moving towards much more use of what we call the seven patterns of ai and we will link to them in the show notes but one of the things about is that it is a fairly generic term general term which corresponds to making machines intelligent and doing the things that humans would otherwise. Do you ask people as to what they're specifically doing. It's usually gonna be one or more of these seven pattern so it might be a recognition system or it could be a conversational system or could be something doing predictive analytics or trying to find patterns or anomalies or it could be trying to develop the hyper personal profile. The hyper personalization profile of you. So that it can no to tailor things better for your needs or it could be an autonomous system systems that are meant to operate with little or no human interaction. Or perhaps we're doing something we're trying to have. Machines find the solution to something you goal driven systems and when you talk about it from that perspective it's like yeah chat bots are growing recognition. Systems are growing the use of machine learning for patterns and anomaly detection as well as predictive analytics. that's growing. You know maybe hyper personalization. Maybe that that's been a little bit slower to grow. We are definitely seeing a lot. More autonomous stuff whether or not. They're all entirely successful a whole other story. But we are and we're seeing of course a lot more use of even goal driven systems and part of the reason why we say this is that there is some fud in the market Other analyst firms in particular are saying that they're seeing some large number of data science projects that are failing. You know gardner. Says eighty seven percent of data. Science projects failed to deliver on their for their executive sponsors and seventy percent of machine. Learning models lose relevancy overtime. Well these are. There is some truth to that. Yes models do have what's called drift and then later what we're going to talk about in this. Podcast is the growth of technology area technology market with an ai called l. Ops that specifically addresses this area of models overtime lose their relevancy. But that's just like the thing let's like saying well. I built an app in one thousand nine hundred ninety six therefore i need to update it in the year. Two thousand three two thousand eighteen thousand thirteen two thousand eighteen. Yeah yes. that's what. Technology and technology doesn't standstill. Say all the fact that you have to update it means. It's not like the fact that you have to up it means you're actually using it and the needs for that. Continue to grow. If you didn't care you just throw it away so
How to Build a Hiring Process Based On Skill, Not Pedigree
"Welcome everyone to another episode of. It visionaries today. We have the founder and ceo of hacker rank the wreck. Roberson car the vet. Welcome to the show. Thank you for having me all right. Let's dive into what is hack heck is ing product that followed developers to showcase their skills and get jobs based on skills so it's great product developers. That's what we do. So hacker rank described it a little bit more. So if i'm a developer and i want to showcase my ability to program full stack front end back end. It doesn't matter. Whatever it is my specialty is. How does hacker ring helped me showcase my skill. Sure let's you know maybe hiring process of their do personas involved. One incident for the company cited the other one is a candidate but the developer side difficulty in what he has to happen before. Was you look at candidates z. Me and then go ahead and say okay. This person's the school gpa. Invent by used that as way adopting of us are you said as a pretty signal. The interview process the way hang works. Is we build a product that as a company you could go ahead and create your own customized challenges whether that is the front daniel stank a devops and developers one apply to your organization instead of going ahead and applauding the resume in the typical resume. Steam gain salgado's janitors and if they were pretty well then they can continue with the process the also build a bunch of products getting the enemy processes while To make the whole hiring process based on skills over pedigree all right. This is amazing. So if i'm let's say doing a cloud migration. And i need to convert web application my current on prem application so that their cloud native and i have a problem. I put it up on hacker ring. That's what i want to hire in someone. I don't know where they. I don't know who they are but people can just volunteer to solve these problems to demonstrate their ability and skill to do the job. I need the accurate. Yeah it's may partially academic you could think about it in two ways. One is in our set of applicants to your company's today yup and you could create the challenge in uses a way to understand their skills ended on a probably a set of candidates the rest of the world who are do not know about good company. And thanks who. You can advertise on Unity to say they. I'm from the stuff. Anita hire a cycle ability to go ahead and do it. Any developers ignore handbook of childhood. Solvent is more like a social some trying to imagine it on. Unfortunately i haven't used hacker. And i thought you know we could definitely diving because i think it's fascinating platform and product in. I think the better you describe it. The more our audience you know we have cio cto. Listen to this podcast. I mean i'd love to let them visualize what this experience looks like. Is it like a social network where there's users or applicants that are constantly like. Let's say browsing and checking things out and they see we see challenge posted and then try to solve them is it is it like that. Yes i think. I'll just maybe zooming i'll give you an overview of the city of the strategy or the product Sweet so our strategy communist developer life cycle management which is essentially like the name suggests that building products that span across the life cycle journey of a developer. We think about it. In phases that is a pre higher face that is either hiding face in the post fire face so the higher fees as ivana you could come onto our site and prepare for jobs so we have free challenges that that are boasted We have one of the largest about communities he stood about a million ascom every quarter of the golden prepare for jobs and hone their skills. Get better do it. Such a freedom a per community. Think about that way. So that's the first place the hiding phases. When i was talking about this as a company you could use our product to create customized challenges. You understand the skills of applicants are applying to your job. You can also posted on our community dimension do you attract developers n were linked tools. That can spanking log your interview process. Well what happens after that. You wanna to internal candidate in a bad programming. A white gold in a session on lines of world starting about jewels on that statute of set of products during the hiding things an host higher which is like once. He joined the organization. You know we want to have you with Understand what skills they have right now. What on waking Upskill myself and also the other side of the equation from a company so you can get a better understanding of Once said do. I haven't done early Gas in how do i still. The workforce are augmented. the hiding.
Data and AI in the state of North Dakota, Interview with Dorman Bazzell, CDO of North Dakota
"Today with us. Our guest is dorman basell. Who is the chief data officer for the state of north dakota so high doormen and thanks for joining us today. Kathleen ron thank you for the opportunity. Either to hang out with you guys for a little bit. Yeah we'd like to start by having you introduce yourself to our listeners. Tell them a little bit about your background. And your current role as the chief data officer for the state of north dakota. Sure sure well. Good morning everyone So my my background is You know went to college. Got a degree in computer science mathematics and then when often like everyone else When i lived in saint louis you. It was kind of a requirement. You had to work for mcdonnell. Douglas which is now boeing corporation. So did that for it. But but then after a while Got got involved in consulting and worked my way up through the Consulting ranked says developer and they as a project manager is the data architect the solution architect and then finally got into a position of driving business intelligence and analytics for a couple of large international consulting firms where ran their north america. Big data and the i practice And the great ride. A thoroughly enjoyed all of the things we did. I think we added a lot of value to Our customers which was private industry And had great teams Had a strong onshore team strong offshore kimes and delivered a lot of value. But i think two years ago Over two years ago. When i applied for this position as the chief data officer At first i really didn't want position Didn't like the idea of state government state government has has a bad connotation Of kind of a nine to five job And a people people who just weren't really motivated to To move the world change the world and my boss who i interviewed my off. Now the cio. Sean reilly Who i interviewed with his his final comment to me was well. I can't pay what you make today. But are you wanna paycheck or do want to change the world. And i had never thought about life that way. Never tried to change the world and So i decided to take on this opportunity This was the first chief data officer position for the state of north dakota so there were a lot of unknowns Certainly certainly my presence Was a bit chaotic for the organization. Because i came in with a completely different agenda and completely different way of looking at the world through the eyes of the pillars that are assigned a line to me which application development and automation. And the second pillar is data analytics data science artificial intelligence and had some very different opinions about those things. And how we might move those forward So as i became involved with this role i became an. I had made an assumption that every state had a chief data officer come to find out there are only twenty seven of us out of fifty states So it's it's an interesting It's an interesting mix of of individuals who are chief data officers and getting to know them is. It has been a really amazing opportunity because they have such a very backgrounds and they bring such such different perspectives to cheap date officer role I like to joke and tell people that the last thing i focus on data which is obviously not true but but my real focus is really around cultural change within the city physician and what that means in the context of not not necessarily data. Because i have to executives are on my team who Are just are just brilliant at running the operations and managing the two pillars within my organization.
CrowdStrike Co-Founder Dmitri Alperovitch Discusses the SolarWinds Hack
"Dmitri why don't we just jump right into it and would love your kind of analysis of what has happened Know there's been a lot of A lot of controversy there seems to be consensus that The the hack is the work of the russians a country. At least that you're quite familiar with in terms of its tactics relative to this. Maybe just sort of set the lay the land if you would. Yeah absolutely so. I think it's important to understand that while this is a great situation and certainly Will likely be highly detrimental to our national security in the short and medium-term The not an act of war. This is not a digital harbor as as some politicians have been talking about this In the last few weeks the important thing to understand is from what it looks like right now and we have now your information on what this operation has been at least over. Last year is traditional espionage The targets have primarily been government agencies with some Technology companies is wild wrapped into it but primarily focused on saft of secrets that are as you can imagine of high priority on to russian intelligence If it proves to be the As is most likely the case right now so This was an dacia operation in incredibly well executed very very patient but at the end of the day the goal is staff that goes not destruction. The goal was not the leaking of that public information. There's small chance we may still see that at n than we have to reevaluate our assessment. But for now at least it looks like the exact that the us government the us intelligence community would be proud to have executed against our around adversaries. I'm now from a supply chain perspective. You know we do now understand that You know we have a major threat factor that most organizations have not been focused on which as their it providers like solar wins like resellers that sell their microsoft cloud offerings which you can be compromised Without really having any way to control for for that risk at least on the front end of the of the intrusion cycle. Are you at this point. Confident that it that it is the russians indeed so the interesting thing about this Particular intrusion is that the private sector really does not have attribution here unlike virtually every other operation. We have seen or last ten years. Where many in the private sector including Former company grabs strike was very good at attributed jackson in many of them very quickly this one because the tradecraft was so new and unique never before seen. There's really nothing to tie back to any previous operations. We have seen To really give us good understanding who the adversary may be. So all the attribution so far From government officials obviously intelligence agencies are very good at Attributing attacks based on your variety of different sources and methods that go well beyond just technical measures so for now at least You know we have to wait to see what the evidence is going to come out with regards to this. We may very well seen in the future. Will this operations justice department has been establishing Very good. I think precedent for indicting Foreign intelligence operatives on a regular basis for various various acts that they've done against this country in You for private sector companies. What what would you advise chief. Information officers chief information security officers others were involved in In at least trying to grapple with the consequences to their organizations and ensuring that the damage is limited the extent to which they can. I think this really underscores the topic that you talked On a number of occasions about which is that every organization out there needs to start with an assumption that already inside. this particular gates underscores. Just how futile. It is to try to build walls around the perimeter of you network because someone somewhere is going to get through through through new mechanism that you haven't even thought of or or can't control four so it could be supply chain attack next time. It could be zero table an ability. It could be a known vulnerability that you've got patched against that or could be an insider The number of methods that they can get in are numerous. And if you're trying to chase your tail china For closed down each one. You're always gonna fail because there's always gonna be one more thing that you adding accounted for this out there that you may not have even thought of And the reality. Is that if you start with assumption that capable adversary will get inside in. The east are for their activities within the network. That's when you can get an advantage. Where if you detect them quickly into jackson before joining damage you can prevent for from any damage any damage from being done. And if you look at how They executed this particular attack. Yesterday came in through the solar winds vulnerability where they came in through the reseller On the was selling office re sixty five and azure licenses to their customers but at the end of the day once they move past that initial doctor they started doing traditional things started maintain persistence trying to kill security products. Move laterally trump. and that's what you had the opportunity to detect them in fact some organizations have to talk to them and Jacqueline before any any bhakta Before they had any impact to the company.
Addressing the Digital Gap During the Pandemic
"Either this is alan shark and welcome to another episode of shark bites. This is the first episode in the year. Twenty twenty one so hopefully you had a happy new year and looking forward to a much better year than perhaps we had last year. As you know the podcast delves into europe. Cio's and other tech leaders throughout local government to some extent state government and today. We are very fortunate. Have john walton. John is a chief information officer of the county of san mateo california. I've known him for over a decade and he is getting all these awards and whatnot and it seemed like this is an appropriate time to really have a chat into sheer the discussion with you. John brings over twenty five years of experience in the fields of information. Technology has a diverse background in both public and private sectors sending innovative technology standards providing visionary leadership for numerous organizations each receive tons of awards and most recently state tech recognized him as one of the thirty people to watch in the year. Twenty twenty twenty-eight came out towards the year so hopefully it'll make the list again in twenty twenty one but he sent a lot of things that hopefully we'll get into that for example. I believe he'd been on school board. You have been a race car driver so you have a lot of interest so john. Welcome thank you on. It's great to be here. I really enjoy having the opportunity to talk with you. Ve enjoyed our friendship and partnership over the years and really excited for twenty twenty one. Yeah it's got to be better than last year. Such such an anomaly. Such a different year. It can only get better so john. I always ask when we begin these discussions. I always believe that. Very few of us wake up in high school or even college and say when i grow up and when i go into the adult workforce i want to be a chief information officer so i'm always curious to know. How did you get to where you are. You've had a really great career and is far from over so if you would you've had an interesting journey so let's spend a couple of minutes talking about. How did you get to the county san mateo allen. Yeah that's That's a great question and probably the most complex question. You're going to ask me today. So i will. I will try to keep it to a couple of minutes. It was a long winding road to end up. Were ended up i. I grew up in. A family of there was a military family. My dad was missile defense and so we moved a lot as you can imagine and my dad used to like to say we lived in places where people didn't care where he blew things up so those rather rural and isolated and i wasn't into computers at all matter of fact i'm of an age where computers were still a relatively new thing so my exposure to computers were really through. My dad was a bit of what we call order now. Every time they would demo out a test site he He felt terrible about all the expensive computer equipment that was getting thrown away. Pdp lebanon's and things like that so he would haul them home in his pickup truck. And i grew up with garage. Full of old mainframe computers wang's ibm's and so those were my toys. My friends growing up but to be honest they didn't really interest me I really love nature and so When i teach classes at san francisco state and things like that mba students. I always tell them to become a cio. The first thing you do is you go to humboldt state university and get a degree in natural resource science. because that's where every good cio starts with a degree in natural resources. And and that's really how i got started i. I really wanted to be a researcher. A scientist i wanted to study nature and the environment and at that time The college was implementing backs computer systems. That was a new thing and it turned out that i wasn't really great at school. I i guess you would probably call it. Add now. but i don't do well sitting in classes listening but turns out a really good at setting up. Faxes for all the computer. Labs all the professors would give me extra credit to make up for my poor test scores by going in and configuring all the computers in the labs and so that would really help. My career started i. I did get a bachelor's degree in science. I enjoyed that but immediately after college. I started setting up. Computer systems. for counties and cities and private industry and it just went from there and in those days. It was really what you did. You just sort of went from project to project and it was word of mouth and if you knew anything about computers that kind of puts you a leg up on the competition so while up here i am now i must cio the great county here in california You know appreciative of all the recognition. Our county gets think it's really a reflection to the hard work. The staff here does and the leadership of the county the supervisors in the city manager. I think i am probably the best easiest. Cio job in california. They they make things very easy for me. I met one of your deputies at a recent meeting in there. You do have a very talented staff so tell us. I did read somewhere about this racing car thing so tell me a little bit about that. Well yes so. That's like. I said the the technology thing wasn't really a passion of mind when i was young and my dad is a hobby was an amateur stockcar razor so i grew up around tracks and engineers. It turns out you know. He was an engineer. Engineers love to build things and so he looked to build cars and fix cars so i grew up working on cars and building cars and race cars and have always been around those. And so that's always been my hobby. As a matter of fact the mechanic paid my way through college. Because i had an aptitude for that. And it's really just built from there. I think from my childhood you know as a as an executive technology really. I spend most of my time. Unfortunately you know in meetings in office buildings working on spreadsheets. Power plants you know. It's not as glamorous as probably some people think it is to be a cio for me at least and kind of tactile this rule I built my own race cars. I tune them my drive them on the track. It's really release for me. And all the things i do probably things. It helps me too many of us in this world. Nowadays we all try to multitask too much when meetings and checking email and texting. And i will say if you ever need to focus. There's nothing like being racetrack. One hundred thirty miles an hour going into a turn to cause you to focus and not worry about. Who's texting you calling you on the phone. So i still love it. I've sold most of my cars now. I have to left. And i still do it when i have the time. But it's it's less and less these days. Covert has kept us very busy. And i have two young sons that i try to spend as much time with is like can so until they get interested in racing than i probably won't spend as much time at the track is i have in the past
Eric Wall: Arcane Assets, The Future of Digital Investments
"Young now the ceo cio at an event named arcane acids. So that's obviously get change coming from the from the permission blockchain space. So i know that for regulatory reasons. You can't tell us everything about this fund but can you tell us a bit. Yes sure. And i suppose it sounds like eh a gear change but from my perspective. It was a something that i have been doing from the moment that i got started. In the cryptocurrency industry was like i was standing on a personal level where i was managing my own cryptocurrency portfolio and. I was doing that starting with bitcoin from two thousand twelve and kept doing doing that in two thousand fourteen. Two thousand fifteen and two thousand seventeen when sort of the mainstream got attracted to the cryptocurrency industry. And they start to talk about okay. We want exposure to cryptocurrencies. But i've heard that the bitcoin is not the scalable or that it's consuming as much electricity s the small country shouldn't have some of these other cryptocurrency assets and then i found myself in the position of advising them and trying to correct the misconceptions that they had and if they wanted some old con exposure. You know. I can facilitate bats. But i want to make sure that we subtract nine thousand nine hundred ninety nine percent of everything. That's just pure bullshit out there. And even i think sometimes as it would even be better decision to have short positions on on some of those all coins that is that can be profitable strategy if you want to maximize your bitcoin holding. So i i. I had all these requests and i started actually in two thousand seventeen as a side project while still working at over to launch a fund together with two other financial professionals in sweden so when the nasdaq acquisition and i quit nasdaq then. I sat down. And i wrote a list of all the different opportunities that i could join and participate in the cryptocurrency market and running managing a fund was on that list and then i just eliminated all the different options on that list until i was only left with one or two and then i chose to go down this route because this genuinely if i could imagine one dream job one thing that i can imagine myself waking up and completely being love with what i do then managing cryptocurrency fund is the thing that gets me closest to the things that i'm passionate about and for those who know me and follow me on twitter at one of the main things that i am passionate about debunking coins reading white papers finding flaws so by running a fund. I can put that interest of mine too fulltime. Use so that i can just detect. What are the things that we should avoid. In the crypto currency fund should be avoiding and there was a norwegian company that had recently launched its called arcane. It's about to become a publicly listed company it's it will be the second the The second company in the nordics is this publicly listed cryptocurrency company and they were very happy to embrace my ambitions at the firm and facilitate so that basically all i have to do is decide on portfolio construction and all the other aspects when it comes to building up the partnerships with the custodians changes and the complying with regulation all that would be taken care of by arcane and i will only managed to fund. So that's sort of the ideal relationship between me and the cane company and we started to find in in april and i have been managing it since so far. I'm very very happy with with that job. And what it's been like especially in this type of environment which we have been which has been extremely exciting and interesting but sadly i cannot talk about what the strategy of the fund ace and other metrics about the phone because we'd have to abide by may two regulations and they are extremely extremely harsh when it comes to talking and marketing cryptocurrency retail investor. So i cannot say that much more about that unfortunately.
2021 Global Marketing Trends with Deloitte's Ashley Reichheld
"Let's let's talk business. We want to talk a little bit about this report. That deloitte has released the twenty twenty one global marketing trends report. What drove the report in went into it. Well this is our second annual report. But this one was really characterized by the challenges of twenty twenty and that level of uncertainty that we're seeing has really impacted all of us in some way myself my mom of three old trends and well. I thought i was a master at balancing working kids. I've learned a whole new set of work from home. Sales gotta really speedy mute. Button trigger finger pilot fisher price toys under my desk that bear testimony and this year. We really use the study to kind of help explorer and break down some of that uncertainty. We use subject matter expertise. We voices smithfield and two overarching surveys. From consumers up twenty five hundred and executives up just about four hundred of them to help break down that uncertainty in the report a believe it's unified seven trends overall and you go In detail on each of them. But can you tell me kinda just at a high level. Were the the major trends seven themselves are purpose agility human experience trust participation fusion and talent and i think in general agility trust talent participation are fairly straightforward largely those companies without. Do you trust them to do with the say they're gonna do. They have the talent to do it. Do they nibble participation with their stakeholders in the customers. The ones i usually get questions about not understanding are the other three so purpose and that's a company that knows what they exist and therefore can make choices a little bit more rapidly. That sense of purpose helps them particularly in times of uncertainty. Actually because they can they can make tough decisions right away. The second human experience and i often get asked. Hey so white you just call that. What is call it. A spur ends called employee experience. I'm sure we'll talk about this. But the reason we call it human experiences because you don't wake up as customer employees. You wake up as a human being. And if we want to elevate experience we have to understand you as a human and then fusion of course which is that art of bringing together new business partnerships early in the report. You identify this drop in confidence across the c. suite. And just curious. What do you feel drove that drop and this is the second time i've seen this question i guess from deloitte is working with the loye. The cmo team within delay and the cmo club on some prior research. We looked at confidence. Drop or confidence levels. I should say of cmo's in general and while this most recent snapshot shows the drop in confidence. I'm kind of pleased that cmo's aren't last on the list now. A small bright spot in the foreseeable ceelo's but tell us a little bit about this dropping confidence. Well at the start of our chat. I talked about this notion of uncertainty that feeling and basically the research suggests that c. suites are humans to and no exception to that rule so on a percentage basis. Cmos aren't last but they are second to last Within a percentage point of and you actually see the biggest declines with. Cio's an nco's. And i think really what you're seeing is that lots of executives have gone into survival mode and you see them by the way prioritizing things like improved efficiency and productivity over more human centric initiatives in that that instinct is is very common but unfortunately it does run counter to some consumer expectations. When we did this research. We learned that as times. Get tougher consumers. Expect more connection. Not less said consumers are really looking for companies to step up and you have c. suite executives who are uncertain and lacking confidence today. And not really sure the world is heading and it's making it very difficult environment. Operate them in these uncertain times to us over over used phrase currently but one of the other two data points stuck out. I think is a sign of the times potentially i'm gonna stay kotei stats and then we can discuss what we think they mean but fifty eight percent of respondents could recall at least one brand that quickly pivoted to better respond to their needs and eighty two percent said this led to them doing more business with that brand. Seems that these factors kind of together talk about one the agility that you've you mentioned before is one of the trends to this human experience component like are we actually delivering what people really want and value and purpose. I think alignment potentially of those two things like what's going on in the world and what do people really need am i. Do you think. I'm interpreting that right just based on the data and what the trends that you're seeing i do although. I think i'd argue that. The each of the trends has an impact there. If you think about an organization's ability to co create with people so fusion for example if your co creating with people rapidly you're able to respond to create address needs more rapidly if you're encouraging participation from your customers than your doing a good job or hopefully a better job at least of hearing what it is. They need to be able to adopt if customers trust. You more likely to tell you what they need a believe you when it comes out and then of course talent is critical. All these things without talent. You can't do any of them
Paul Tudor Jones Reflects on 2020's Effects on the Economy
"It is my pleasure to bring to you. In exclusive conversation with paul tudor jones the cio of tudor investment corporation. Paul is also the co founder and chairman of just capital and he's the co founder and board member of the robin hood foundation. Paul it is such a pleasure to have you join me today. It's great to be with you julia. You're the nicest personnel wall st. paul. I appreciate that in our viewers are obviously grateful to hear from you. So let's start big picture here. Obviously twenty twenty has been a year like we've never seen a from the global pandemic the sell off in march the historic fiscal and monetary a responses that we saw the election now a runoff in the state of georgia marketing all-time highs or new highs. And of course the vaccine news the white at the end of the tunnel so kind of framing all of that and not a lot to digest. What are your views of the market and also the broader economy. Well i think the the stock market's on its own a combination of fiscal monetary. Pulse that we've never seen before in history like this. Of course that's why you got more companies with a peo over a hundred at any point any other time in history. I think we're something like fifty percent more than we had in the top of the two thousand nasdaq bubble. But there's again if you just compare and contrast and in two thousand we had real rates of about two hundred fifty basis points. We had nominal rates near six percent. And yet you still were able to achieve these lofty valuations for roy added companies. Fast forward where we are now. You've got real rates that are negative two hundred basis points nominal rates zero and again. You can see. You've got tesla nine hundred times earnings because the fact there's really no real good alternative for your cash. And so what we're seeing is what you see. Normally in many post-election years a redeployment of back into risky assets after the fears that are associated with presidential elections in change in parties and the uncertainty and knowing after they go away irrespective la times even with the fundamentals are risk capital comes back in the markets. And that's kind of what we're seeing now and i assume that trend's gonna continue.
Patent Pending: How the UPTO Office is Expediting the Time From Submittal to Approval
"Welcome everyone to another episode of. It visionaries and today we have a new type of guest we have the cio of the us. Patent and trademark. Office jamie holcomb. Welcome to the show. Thanks a lot. I'm honored to be included on your podcast. I'm looking forward to our conversation. There you go in. You're a west point grad as well. I am nine hundred eighty five well the bringing that up because every time i talked to someone west point they're like the overly index successful. You know. I'm not from west point. But i i've met everyone i'm meeting west. Point overly index is accessible. So we're it's gonna be awesome to hear your career all the way from west point where you are today as cio of the us patent office. I'm looking forward to that journey because it certainly has been a hell of a ride so let's get into it right out the gate because typically most people don't i mean most people got outside of government work they don't think of government offices as forward thinking transformative you know. Most people think of the government offices. Slow moving stodgy. But you're trying to change the us patent office. Talk to me about what you've been up to. In the last few years since he took over as the cio there. Yeah thanks a lot. What were june at the us pto which is different from. Where else is trying to be as innovative as the applications that are coming in we should be known as the innovation and so because of that and because of that tagline. I'm really using that to transform the whole culture. From one of huge competence. That the first thing that happened. When i got into the us pto was. I realized that most people have an average tenure of around twenty years. And you're like wait a second that everybody's leaving nano people at the. Us patna final trademark office. They stay for thirty and thirty five years before they retire. And that's unheard of. So we're taking this workforce of thirteen thousand individuals who have a highly competent background and experience knowing exactly what they're doing and i'm trying to tell them. Wait a second. We need to do things differently. And they're like whoa wait a second. We've been doing this. Since the inception of our country in fact number one was for an agriculture compost and george washington actually signed it. So they've been doing this for a long time anyway. I am really asking them to get out of that. Government bureaucracy credentialing compliance and regulatory mode. What i'm asking them to do is think differently. Make your decisions and thought process about three different things how you can do them. Better cheaper and faster and so. That's really what i'm asking. That's the culture shift that were going for. Because in essence it requires that commercial mindset in order to change the way people do their business. And so what are the other things that unique about. The patent and trademark office is the fact that we are fee funded. We are not taxpayer-funded so we have an obligation to make sure that every penny of that and all those fees that are paid for both pads trae bar throughout a life of the patent trademark are used in squeezed so that the f. payers get the biggest bang for their buck
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Take a moment. Also <hes> richard. Talk a bit about your purview. Is chief information officer yet. So i'm responsible for all the classical <hes>. Technology across the enterprise. So i a serve our entire enterprise. We have <hes>. Er pre systems that support all fifty five thousand of our employees responsible for that and we also have connected tissue with the cio's across the divisions they are responsible for those respective areas. And we we stay really connected <hes>. In a way so that we provide the support that they need. But we don't get in the way of them are running business and taking care of our customers in and hitting those targets that we have in front of us. It's really interesting richard. As as you know as you went over the different businesses quite a diverse array of businesses as well and i can only imagine that the application of it is a bit different in each of those as you point out. There's the europeans of the world solutions like that. For example that would apply across all of them. No doubt there. There are a number of solutions that apply to only one where a standard for the entire company can't be said perhaps the logic in having a cio over each of those businesses to do that sort of evaluation. Can you talk a bit about that relationship between you. And the business. Units a chief information officers a great question it into to <hes>. Just put a point of emphasis on your point. It is really diverse so you think about how the technology needed to effectively empower the buying is selling vehicles across the us versus <hes>. How do you make sure that you have cable. That is consistent. that doesn't go out. I mean it's two different worlds. And i think because of that is really important. You have the focus that we have in terms of my <hes>. Interaction with the. Cio's is evolving. And what what. I mean by. That is <hes>. Cox in the past. We go so far to say. Hey part of the secret sauce is making sure that we have a huge amount of autonomy in all of our businesses not just our divisions but even in the individual businesses. I think what we've learned over time. As those businesses they enter interact with each other in a more centralized manner and what we also realize is to the extent that we can have that connected tissue and we can share learning. We can share information in begin to plan together. Then that just makes us all better. And so i probably organically speak to the cio's once or twice a week just organically and then we have formal touch points where we thinking about the business in the broadest way possible. Can you talk a bit about <hes>. Some of the aspects of your strategy. And how you think about <hes>. Influencing from the center so so to speak yes. It's a great question. And so i think in order to answer that question. Let me take a step back. So i've been in this role officially for a year and coming into this role you know. I thought the biggest challenge would be figuring out what we should be focused on focused on from a technology standpoint. What are those emerging trends. Which should we be taking advantage of in terms of innovation and look all those things are there. But what i've learned is i was taken over for a cio been in the same role for eighteen years and this guy really created this organization. There was no technology grew. He did a phenomenal job. Coming in in creating it. That make said there's been a lot of change and so the biggest thing that i've had to work through and it's been a surprise. Me is is really changed. Its is transformation at an organizational in addition to those things that are just kind of table stakes today when you think about the digital transformation as an example and so when we talk about the strategy is really been a lot of foundation building so i hired a new team. We we have a few people that that were holdovers from the you know prior leadership but we thought it really important to bring in some new talent and so excited that we actually brought some talent over from cox automotive <hes>. We we brought a some external talent as well. And so what we've been really working on is making sure we take a step back in build a strategy that is holistic because in the past we just had this tendency to work in silos and so we we just did. It just came out of a prep meeting so is really fresh were we are reporting to our. Cfo on our plans for next year in beyon- and what we're finding is a lot of the work is just foundational making sure that we have the systems and processes so that we can provide the value to our customers in a meaningful way. And i think <hes>. Let let me kind of pull that thread. A bit more <hes>. One of the things that idea early on is bringing in a couple of groups that can help us understand what our customers perspective of technology was and we conducted over two hundred interviews <hes>. Just load surveys in front that we formed the foundation of the work that we have in front of us <hes>. There was a call to action to to make sure that we were more connective. So so that we work in their business versus being order-taker waiting to see what they were gonna going to do. And so i think that's part of the path that we're on when we when we talk about what the focus areas for twenty twenty one israeli building those foundational points making sure that we really intentional in terms of our cloud strategy. We've been ad hoc to some extent. And then i think the third one is really leveraging data and analytics
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"That's a great overview. Maybe you can take a moment. Also richard. Talk a bit about your purview. Is chief information officer yet. So i'm responsible for all the classical Technology across the enterprise. So i a serve our entire enterprise. We have Er pre systems that support all fifty five thousand of our employees responsible for that and we also have connected tissue with the cio's across the divisions they are responsible for those respective areas. And we we stay really connected In a way so that we provide the support that they need. But we don't get in the way of them are running business and taking care of our customers in and hitting those targets that we have in front of us. It's really interesting richard. As as you know as you went over the different businesses quite a diverse array of businesses as well and i can only imagine that the application of it is a bit different in each of those as you point out. There's the europeans of the world solutions like that. For example that would apply across all of them. No doubt there. There are a number of solutions that apply to only one where a standard for the entire company can't be said perhaps the logic in having a cio over each of those businesses to do that sort of evaluation. Can you talk a bit about that relationship between you. And the business. Units a chief information officers a great question it into to Just put a point of emphasis on your point. It is really diverse so you think about how the technology needed to effectively empower the buying is selling vehicles across the us versus How do you make sure that you have cable. That is consistent. that doesn't go out. I mean it's two different worlds. And i think because of that is really important. You have the focus that we have in terms of my Interaction with the. Cio's is evolving. And what what. I mean by. That is Cox in the past. We go so far to say. Hey part of the secret sauce is making sure that we have a huge amount of autonomy in all of our businesses not just our divisions but even in the individual businesses. I think what we've learned over time. As those businesses they enter interact with each other in a more centralized manner and what we also realize is to the extent that we can have that connected tissue and we can share learning. We can share information in begin to plan together. Then that just makes us all better. And so i probably organically speak to the cio's once or twice a week just organically and then we have formal touch points where we thinking about the business in the broadest way possible. Can you talk a bit about Some of the aspects of your strategy. And how you think about Influencing from the center so so to speak yes..
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"'cause obviously i'm on the other side of that with the other vendors that's really interesting i'm curious also as you and i have this conversation. We're still in the throes of the covid. Nineteen pandemic in the economic consequences from this and so on How has this impacted you and your operation and have there been any profound learnings for you as a result of i can only imagine probably mostly working virtually changing the way in which you work. Interact with your your your your team and your colleagues. Talk a bit about What this what. The past six months has been like likened some of the learnings from that. Wow we're stored so sas has operations in one hundred forty countries around the world in covid. Starting to hit enroll across the world. We had an opportunity to see it in a couple of different office locations so we have a chance to send some folks home get them up and running a remote. See attest how that was going to run. Then we had the chance to kind of watch it all around the world before it hit Our primary location of operations being carrying with relying at that time. It was probably first or second week of march. We send everybody home and in our kyrie campus where we've got about five thousand or so employees. That was a big decision on one of the wonderful benefits of being at sas and being local to carry areas that the of campus in close collaboration in the environment their innovation that it creates so sitting. Everybody home It was definitely a concern. I what would i think i was. Blessed with a little bit. was falling. Footsteps akif collins is the previous. Cio he the team who the inherited a wonderful team there. did a lot early on in digital transformation. A lot of our systems were already moved up into the Out were not on a you know so dependent on. Bpa connection back into any old iron on campus and so that transition was very smooth. And seamless so we were. We were pleased of the performance. We two locations around the world where more Neighborhood infrastructure was a challenge or anything else not the per se so in that regard we were. We were blessed and it was. It was great to get everybody home safe and sound in backup running operationally. i think what's transpired from. There was really interesting because it actually probably spoke more than the as a leader than it did. As a technologist We all went through the the ebbs and flows of emotion of being working from home and being isolated. I have worked from.
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"I play with technology that the are in trouble employees as well as our external customers and i always find it very interesting jay and speaking with cio's at technology companies. You can appreciate. Of course there are a great number of cis where the preponderance of tech talent isn. It that does not describe your company. Talent is littered across the entire company because it is fundamentally a technology company. How do you think about differentiating. The value that you're part of the organization contributes relative to other technology engineering parts of the organization. Your executive up here. It's it's not easy Because your customers at the end of the day your internal customers are so talented. Technically that many times the solutions arnie asking for or once you would have wanted to suggest to them so For us a lot of what we've done especially in the last year has really been shifting. The philosophy shifting away we engage our customers or our internal customers more as a as a consultant for service provider so that.
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"So we we live every day we run it, we operationalize these solutions. Two seventeen we were spending most of our time setting up platforms in showing cost advantage in value inefficiencies that we'd achieve with net platforms in partner platforms running in our data centers and we were able to then go to customers and say look we found a twenty percent efficiency in eighty percent efficiency in running these platforms in his innovative fashion, and by the way we're happy to share that with you as a customer in certainly as a partner. where we've come from those since then is much more much more aggressive posture. We built out an entire operating platform for our company called cloud one in it is a hybrid multi cloud platform. The route allows us to run specific nap workloads that are containerized in mobile and portable in our private cloud utilities and our public clouds of choice in all of that's connected through a very nimble data fabric, and we branded that cloud one in it. Many of our events we stand up and talk to our customers about how we've built provisioned and run this cloud one environment that gives us a lot of flexibility in a lot of choice. So it's been a great journey of going from running in talking about cost benefits to actually engineering a hybrid multi cloud world that we can live in In last year Peter we've gone beyond that and is this is really really thrilling for me. We've built out a full devops capability on top that cloud one instance. got a minute to talk about that. Can we talk a little bit about that? Please do I'd love to hear more about it. He had. So when we looked it at operating a company like, Nanak right we have legacy platforms, applications. We have modern cloud utilities that we can talk about two, and then we have sort of customize software that gives us competitive advantage and most companies have that most CIO's I talk to on a weekly basis have these particular workloads very Germane in specific to their business. The problem is a lot of those age, right they get they get stale there in yesterday's technology, they're hard to grade because operating systems and databases. Consistent with the platforms and the hardware that you're running in a data center, we used our cloud. Capability our underlying hybrid multi cloud infrastructure to build a whole application development environment to basically convert a traditional enterprise to Endeavour Ready Development Organization. We brought the right people in the do this we designed it. We purpose built it in. We moved a couple of our key customer service applications. I mean applications faced our end user customers in we move them into microcode based new software incarnations. It gets tremendous flexibility in the devops modern world, and it's really hard for traditional companies to do that look if if you're A. You know if you're a Netflix's or an Uber and you're going to start from scratch and build a whole software suite with some venture caps lot easier to do that in a true devops capacity much harder to do that as traditional enterprise. But we've done that in it's given us great value and You know one of the rare benefits I have in my job a forward-looking organization like this is. I. Don't have to worry about future development for for in house custom developed APPs in neither do most of our engineering teams because they've de adopted this devops framework that we built in. So that's a rare pleasure not to have to worry about how been developed my next generation of internal software applications. I, I wanted to also get get back to the points that you yours your company has built this ecosystem which really brings to life at a broader value proposition than simply going in alone and I wonder a great cio also needs his or her own either system partners to deliver all that that's necessary to serve the company first foremost, and ultimately the customer's as well and I wonder how I'm I know having known you from past stops broadcom, for example, I know that you have orientational towards this that the didn't begin with net APP but I wonder if within a company that has really thrived by virtue of establishing these these important partnerships, the extent to which that's colored the way in which you've thought about building your own system in order to ensure that your team is successful. Peter a great question, and it really has been a theme that permeates everything we do and I'll talk about it on on two halves. One half is a follow up what we just talked about and building out this customer one cloud one platform that we run the business on in an shift over and talk about just our our daily dating methodologies and. How use partners? So we couldn't build something like cloud one. We couldn't something like our devops framework without using all of our partners because net. APP. Has Incredible a data management capabilities and storage capabilities but there's a lot more that goes into it than that you know to build out a full suite of platform. So we leverage customers like Cisco where we have flex. pod delivery partnerships utilizing their compute. We have Lenovo is a key partner we lines their compute platforms we depend on red hat, for example, in their in their containerization and cloud ready platform. So we have lots and lots of partners that we build these capabilities outwith in that basically gives us a large ecosystem of capability. Again, it's a round net APP I but. We bring those partners in to build a complete and total solution and to your point we even we even extend that Parker framework to to integrators. So we've used partners. We actually have in our go to market organisation companies like Atas companies like trace three who resell our solutions with partnered with their professional services groups help us build these environments within that..
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"They'll niller welcome to Techn- Ovation Peter. For Having me today I'm glad to be here. It's always a pleasure bill. Great to see you well bill. I thought, we might begin the logical of starting point your rule you are the senior vice president and chief information officer net APP and I. Wonder if you can take a quick moment, just provide a bit of a description of how the Seattle role how it it's in that router technology landscape, a net app you take a moment to describe that. Sure I'd be happy to do that Peter. I started with net APP in the fall of twenty sixteen. So I'm coming up on my fourth anniversary shortly here, and it's been a a really thrilling journey journey a transformation in so many different ways you know. The job at net APP is a little different than some other CIO jobs. It may be similar to some CIO jobs in the bay area here particularly companies who are. Building designing, deploying it solutions for it customers, and I think that's a little bit unique from what some other CIO's do so. My Role Peter has a bit of a duality right I'm expected to design implement in line solutions for the business to run the business operationally to provide the cyber-security overlay that we all depend upon and to run our operations for the company and stay current in delivering those capabilities and capacities to our internal nap customers, but also to many of our end customer. So that's one piece of the job, but the other piece of the job is to be able to deploy leverage in innovate. Our technologies and our party technologies in to be able to produce narratives to show that value to our external customer. So I have a team myself and my team we spend an awful lot of time in executive briefing centers, narratives, and industry events with customers sharing how we run that apple. Neta. So there is an interesting duality keeps most of my days quite fascinating. I want to talk to you about the notion of net Abba. As you point out you the of a company that itself in many cases serves cio, and so you are the.
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Enabling customer experience differentiating. Value Propositions. You've mentioned in a couple of different ways. This notion of ecosystem ecosystems of of of the strategic partners like aws Microsoft's You also talked about the partnerships within tax in the sanctity imports. API's for instance to connect with other organizations with immunity business keep talking about as you think about the fintech landscape innovation that's happening within the financial services space the way in which you and of cooperates and partner with emerging of Benin's as a as large powerful Boeing concern how you'd think about almost. Petition that happens between the been tax and the larger banks have how do you think about that? Part of it is actually giving them the opportunity to challenge us John Thinking. So we do have you know regular cadence so where we have some of these texts and up and coming in founders of innovative. Common Challenge process. With a regular cadence with people can come and challenge us. And for me as as well that you know created. is in the past as well. I WanNa make sure that the steering committees and or design authorities or the architecture review board not just might not pricly. CBA staff. Only I actually have designed towards steering committees without us would a actively challenge us as well and say, Hey. You know thinking about this dimension, you know thinking about this technology or you know thinking about this best practice. So continuously involving them as well to help you know design a better you know marketplace API, infrastructure all that aspect. So creating that openness Is Way keen for me, and this is how we started putting that in place as well. Well, actually have an operational now that's correct keen to get that intellectual debate. From inside as well that outside. Ask why. Thank you so much for for joining me today. It's been great to hear about your most recent experiences in your current posed a bit about your career arc and all that you've learned across the various Major Angela services institutions that you've served as a technology executive as usual it's been a great conversation. Thank you, Veda. Thanks for tuning in. Please join me on Thursday when my guest will be former CIO of metlife in current founder and CEO of uncork Gary Overland..
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Time to market and make product milestones more predictable. were collaborating to prove concepts with clear invalidated business value. That has then led to scaling out our current solutions, and as a result of of all of this were really rapidly expanding our AI efforts were getting a lot of You know visibility sponsorship in Safe Paul in I think one of the benefits that we're seeing from these AI implementations is that they've gone relatively fast right at compared to a lot of traditional. You know a large scale investments that take a long time to deliver on the value in. So the poll from the business has really descend. Fantastic Also ask you archie you actually this month of account high dates. Correct is mature seventeen coming CIO fine initially as a divisional earlier, you have since been a cio at Timex at ingersoll rand at. Baker. Hughes H. E. Eaten prior to making the Post. As you noted earlier in January, in Intel I'm wondering if you could take a moment and reflect upon that the role and how it's evolved from your standpoint across seventeen years of of having the title and sort of the role, it plays within the corporate structure. Yeah Yeah. Look. The role has evolved and continues to evolve right. If I think about innocent my earlier CIO experiences, right? A lot of IT I. Always, been. At the heart of or at the core of an organization you know. But I, think if I think back, you know seventeen twenty years ago. Kind of timeframe. A lot of it was focused on in I'd say more inward in terms of. How do you make an organization more productive? Right? We were looking at transforming Through York implementations, data warehouses, right in a lot of it was about process and productivity. If, you'd go forward in time it became more about. The experience and how do you expand right? How do you use it to really expand Your Business and business models? Right? So you know. In, the days of. The Internet I'll say rate and opening up, you know all of the different sales channel Hockney do that in a different you know with a different way. Right you. Moving to online sales in how do you think about brick and mortar versus? Digital, right, and so you know we we we kind of went through that era and we're still continuing in there. But I think it just continues to evolve and so. Then, we we kind of take the next after an I think about is moved around you know in the CIO role. you know a lot of the productivity plays, etc. I would say my ut experience in a timex was really that can mortar versus digital, right? How much do we continue to do? Physical infrastructure. And the way we go to market right versus you know thinking and in a more digital way in even the products that we develop rate nobody's interested in in wearing a watch for time. Right? So you know Product expectations around digital, right? It's gotTa be more than. Telling you time. And then if I think about the industrials, right. It's about products are becoming commoditised, and so you know how how do you create the stickiness factor in a with a higher value proposition? For customers and so for me enrolls like that, it's been about you know things like A home automation, right? So. Connected home with, you know being able to control your temperature. You're swimming pools, your alarm systems in your refrigerators, all that kind of stuff you know to building automation, right? Or you've got security video in all of that in suffer for the CIO, you kinda stepped out, you know really thinking about. And the services you provide in an organization to know how do you? Have a seat at the table. In terms of high, be go to market You know with new revenue streams, new business models. How do you expand you know margins, right. So in all of that continued in now you know Nights the if I think about in a h. p. e. n., an Intel right. Now, a lot of it is about you know, how do you take this latest wave right without not with the amount of data that's getting generated right in the world is data centric. So how'd you build you know? Models, right business models that really. Leverage all that data and give different kind of value to customers. Right, and so I think. It's been. You know just constant evolution of the role and I think for those that are really on the forefront. You know what you're seeing is not, Hey, talk to me about an IT strategy. It's more about. Being part of the core business strategy in for CEOS. I. Think there. Again have a deeper understanding of the technology that's needed to really drive that type of transformation in. So I think it's been I mean for me. It's been a fantastic journey in of never never been bored right We have to challenge our thinking ourselves in terms of you know the value creation, how we thought about it before versus how we think about it today. With excellent. I, also, wanted to just briefly all ask you about trends that excite you. We've talked about a number of rising trends for analytics data strategy to artificial intelligence among others. Are there others that are making their way onto your roadmap? Is You look to the future? I think if I had to pick one right now it is for me I. I think it's around data and a I in what I'm most excited about Peter is thinking my entire career when I think about all the transformation work. That I've seen in these different industries and the been driving myself. You know as a leader, what I'm seeing here is just our ability to deliver. So quickly on the value I, think that's you know if I think about a trend that it's really really got me excited I think this is the one You know. Obviously, there's a lot on the horizon and you know we're constantly looking at new trends that are evolving and how they'll shape you know where the future goes. But right now I'm super excited about the work that we're doing. In A. More Marci Desk. Thank you so much for joining me today on tech nation. It's been great hearing about your experiences recently with Intel and across your best. Career as a CIO, thank you so much. Thank you so much Peter. I, really appreciate the time this afternoon and. Really had a great time talking with you. Thanks for tuning in. Please join me on Thursday when my guess, we'll be Tim Campos. The former chief information officer of facebook, who is now the founder and CEO of woven..
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Prior Intel she held cio roles at HP Baker, Hughes, Ingersoll, Rand Timex, and united technologies. In this interview, we discussed archie purview as the global cio of Intel and our experience up to speed. In the role, we discussed the current pandemic, including Intel's response to it, and how it will impact the long term future of work as well as Howard team has been enabling the ship to remote work. Finally, Archie provides insights into the company's data first mindset and their corporate data office. How the. The company is using artificial intelligence, how the CIO role has evolved over archie seventeen plus years in the post in a variety of other topics. Before we tower interview, I wanted to introduce you to our sponsor Zozo and the company's President Timothy Cabbie. Prior to taking on his current role, he was the chief information officer of a number of companies including reliance industries, sears in Trek Sauna, and the warehouse group. He's now Zoa most unusual enterprise software company wanted to share some perspectives from it. Take it away. Howard professor, Doctor Zubov says that Google and facebook are not iterating newness realization, but represent a new and problematic market form that traits in predicting and influencing human behavior surveillance capitalism. As she calls, it has taken human experience, specifically private human experience and unilaterally claimed it as something to be bought and sold in the marketplace. A quick look at one of our big crm competitors shows that they have hundred seventeen trackers on their site creating their customers activity behaviors to the surveillance marketplace. Popular Culture Fascinated with tech entrepreneur worship has lost sight of the price they're paying by having the inflammation in the human behavioral marketplace, but we. Can't afford such worship. We have to protect our employees customers information. That is why zo who has removed all turbulence trackers from our sites including Google analytics. Aboard move, you might say, but it.
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"To make them available to customers. The big benefit brought to facebook though to I. Think the body of making before is at the products become better as a result of the fact that the launching mixed, only because we cannot feed by study from the externally and be enhanced, abroad are building features are make changes to the broad based on the feedback externally, which in turn makes product better facebook about six Vin Ben from that perspective that you know. The customers get the benefit of the uniqueness of the products and some of the unique solving. FYODOR facebook big at the benefit from that and in done dead feedback on a better. Benefits this. Very interesting. I appreciate you walking through that. You also talked about how yours is. An I t team perhaps different from past CIO Roles that you've had a where your team is not so different from products team from the from from the engineers that are throughout the entire organization, and I'm curious to what extent then is the author permeable from Fe- other parts of the organization in back. Do you find that there are people on your team that then go off and either set, spend the so to speak a year abroad, and then come back and vice versa are there. Is there a permeability to that filter? Vamos oh, so you know of, but then suffered. Engineers are not it manages the designers you know in in the Jonathan Naza fears that you know engineers. Our designers get to work on the promise of the they want to solve, so it's very common for someone to come in to facebook in enterprise engineering, and then what for a couple of years building and the rise eggs, and then maybe developing distance are going and working on the consumer side, and going maybe instagram or facebook wants out still be be have not up people who go from our side there as well. and. At the same diabetes. Of people who've been working on consumer products a long time, and decided that they wanted to try their handed and vice providence on May want to solve problems in the enterprise market specifically do grow facebook, and then they will come over from their assert. It's been so the betty to your your black. You use very. From that standpoint in the design space in the product space. In offer engineering space people going back and forth fairly regularly. and I think it enhances the organization. It enhances people's careers because it gives the opportunity for people to be able to essentially you know. Spend spend a lot of time. Vince, as for their careers. Wasn't having to leave their company and go somewhere else. Yeah very interesting, and I wonder also as you're describing your purview and the differences between it versus past experiences that you have there are so many aspects to to facebook, singular or very different than singular digital native organization, and of course, one of the one of the prime examples, additional data organization that I wonder also teach as you as you think about how the role of I always translate in this environment. If you were to be able to go back and whisper into the year and offer advice to your younger self at places like you're in or NBC universal. What sort of advice would you offer to? And of course extension? This question is, would you? CIO's Today who work at digital digital immigrant organization citizens for as opposed to digital immigrant rather than digital native organizations like when you currently were were. What advice would you have about the way in which you one should think about the? Bowl and essential value created from it so the way. I think water heater is like. That are quite a few things that translate well. From. A digital native door immigrant organization by I'LL GIVE YOU A. Couple of philosophies that I think might be a full if I was advising my younger self to your own the foot, the first one is. Actually fairly early in my career through the advice of one of my seat, CEO's acted. This was back in McPherson bays electoral. Sometimes you know people who lead technology organizations are working to all of your organization's. It'll get focused for technology and technology's sake. What's is VDI focusing on the problems of the business has tried to solve and that technology should be an enabler for solving those problems, so you know I, spend for example a lot of time with my business partners in all of the different Oxo facebook understanding what goes are what the bronze trying to solve, and how technology can help them either solve a problem or pursuant opportunities that connected us with the business I. Think is really really important. Because technology for Rally Sake you might invent something really cool, but in the end of Mar A. Business. Opportunity is not particularly helpful for the organization so I think that's one thing, and then the second thing which specifically in the facebook environment, I think other other non digital natives companies can actually benefit from is that you know the limbaugh listening? Agility are providing solutions quickly Israeli or mega one one thing sort of phony believed him that a good solution provided really quickly is infinitely more valuable than the perfect solution provided too late. So that. Agility is really really like I'll give you a good example like. Colbert nineteen. The world we live in today head. You know you be entertaining this entire. Organization which you know if you are talking about in a forty five thousand employees plus ends up thousands of.
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Focus we fool is to further consider date. our coordinated and the reports during. Scenes finally as possible and therefore implemented near real time. They think degration of data points. Once he had that. on deep integration, we can leverage this prediction and Jackman. into our. System. I. Spoke something that he's promotional wedding allowing our employee's space and time to own exceptions, why so being served those predictions by record in the in the system, so Brecqhou the system or engagement that every day, and so that they can optimize that work at. Section and obviously how the foundational beside big loot continue to develop our cloud migration continue to develop our risk management approach and the cybersecurity companies. And they go down a couple of years. And less. Making sure that them increase fluency for across all our our PNG people now those on the digital it is. For activision we are laser. Focus on use king. they've been use case driven approach and walk mother's most for each. The market. And this I know we have relied. On Nineteen Boys, why business technologists! And work side by side and must work side by side with what is in market. From an organization point of view, Horn action plan is two fold. Number one ensuring we build and Montaigne internal expertise. Was I personally believe. That a good to delegates operational communities to punish. Is Not, a good to abdicate expertise, and so it's always important to maintain. Expertise. And second make sure that we have proximity to our contemporaries and business units in line with the way pg thirteen, more old and quite successfully. and so working closely with teams and units using very often and giant approach at Camden even. Give being weeks what used to be then you've heard the monster that evening wakes. my I'm a war I think is continue to novel talented idealization and Ason Cordage I have cultural group INC on shipments. 'cause he. You Know I. Always say that Camilla Joan doesn't chase things. People do and developing talent be the primary objective. Of all good sales! Vittorio. Goes the the responsibilities of good CIO's. You've been a cio or quite some time where where chief technology officer your your time, you spent nearly twenty six and a half years with Mars where you were the CTO getting back to two minutes two thousand two. You were a cio of the ringling business, and then the global information officer, four and a half years, dating back to two thousand thirteen, and I'm wondering as somebody who has such a wealth of extreme inside the technology executive. How you seeing the role of CIO evolve across your tenure. I think it's I.
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Else. Pay Guy you know. A Good New England or there's some good ideas. I am a good New England. So tell me you've already covered a number of things that connect to prominent or rising trends in the tech space, but I wanted to actually save a little bit of time date than for for some other ideas that are making way onto your personal and professional roadmap. You find particularly exciting when you think trends and you look to the future. At one of the things that I've always been intrigued by in especially in our environment. Where we do have people all over the country. We have folks that sit in our building, but also said it customer sites. We have people that you know are insecure. Areas or non secure areas is a lot of different ways of working. We also have a lot of teleworkers, but really the future of work and I think this area is really cool and and it's far out. You know when you start thinking maybe twenty thirty, so you look out ten years, but you start talking about augmented reality and V are you know? Do you have mobile offices? With Thomas Vehicles, and how five G. is making this all possible, so I think it's A. The technologies coming along. But the cultural piece is a challenge right. There are still many many people that like having office. To come in. They they they WANNA. Do meetings in person they were. Very specific how many monitors they want I mean there's a very. Specific Way people work and and are comfortable working, and when you think about this, this kind of leapfrog to the future of work, that's coming very very quickly. How do you get there? You know so I'm certainly focused on just the the little things right now like improving collaboration with you know tools like slack. You know you know looking at different. You know video type things you know you know whether it be zoom or teams or web ax. You name it right to looking at those kinds of ways of working and pushing some of these more game, people more comfortable with working in a virtual world. Well Nathan. So much for joining me today on. It's been great to understand a bit more about your experience. as a CIO across multiple organizations more specifically. Your Experience Saic now is cio of that that company It's been a great conversation. Thank you very much. I enjoyed it and look forward to her and. Thanks for tuning in. Please join me on Thursday for an interview with Sweeter van. Boo, the founder and chief! Executive Officer of 's Ohio..
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"You know what what works and what could be better, and and that was a great experience, and that experience really led me to be able to think strategically about okay. What is the strategy? How do I tie Tessie ICEES goals? How do I tied to what I've heard and build out a roadmap, and and I was able to put a roadmap together that really got the organizations backing, and it's something I continually update actually just presented at this week. so it's something we continually work on so I'm very transparent about it. It I posted on share point where any employee in the company can see it so it's something that really took my first couple of months and once we got going. You know it was about execution the other big thing that I had to work on last year. No one ever wants to talk about this stuff but I'll I'll pull it out. There is We had a huge synergy target. We told you know the street. Part of the deal was that there'd be synergies right, and that's cutting costs when I. You know a lot of times you think cutting things cutting labor, but in it two-thirds usually of your costs are non-labor, so I spent a tremendous amount of effort last year, consolidating our vendors and our partner landscape, and renegotiating and rightsizing contracts and really thinking about how we use I t and that got us to really start to talk about okay. How do we go digital? 'cause we were mostly on Prom. And thinking about the cloud, and where it made sense to go first, because as you start moving into digital right, you can get better functionality, but at a lower cost, and that really start to build out our strategy for this year. that were were really starting to move into this becoming more digital and transforming. So that's that's how last year Kinda came along. And that's very interesting. Because you mentioned you, you join through acquisition. You were the chief information. Officer Ability Corporation You had been for for multiple years three years. If I recall correctly, and and with the company for a bit longer than that for or change by again if I recall correctly and an unusual scenario you usually in an acquisition, it's the acquired executives who went out over the the the acquiring rather executives. We're not over the acquired executives, and so an unusual scenario. I think you could knit. Of of being part of the acquired acquisition. Acquired entity, and then taking this leadership role on I'm hearing in your response as to how you spent the early stages of getting to know the business of you know going to various locations meeting people going on sort of a listening tour, my to my words, not yours as a means. Getting to know this new entity that you would be an executive of. But maybe I'd be interested as you thought about that. And bringing together these two teams, and now representing a a company that you previously not even been a part of some of the interesting aspects of that. Yeah, no, it. It is a unique situation. What's funny about it? I I've been through it three or four times now where I've been I keep getting acquired and managed to survive so I I enjoy it No, it worked out, you know my predecessor was phenomenal and he. You know he was it it. It worked out. You know he was ready. To retire Bob and he's a phenomenal cio and you know he. He's a you know. One of those Cio Hall of fame guys, so he's fantastic right so so so it was a really good situation for both of us so it good and I had his mentor ship coming in which was great. So. You know with with Jill dougherty. being bought by SAC SAC was not just buying the assets. They also wanted to to really look at the methodologies, the processes and try to have a think about doing things a different way than just doing what we've always done forever. I and I gotta give it to the leadership of essay. They really looked at the leaders out in Jill dougherty and the different organizations that how do we truly? You know this isn't just? We're going to integrate them in, but really bring the two organizations together because we so well complimented. Complimented each other, but we were in different areas. We bought a lot. The team Bartolotta Intel to the plate. But how do we not only just bring the two together, but think about process improvements and we did, and we went through all the huge process to make sure we kept the right talent you know and I happen to be one of those people that got to come facie, which is great, and then we also just looked at everything for so from an IT perspective. We looked at all the systems and we said okay well. There's some that. Are actually enjoy got maybe a better system. Here are a better process or better people. Let's bring them in as I looked at I and bring the two teams together I didn't just say Oh well I'm gonNA keep the people I know and let the people go that I. Don't know you know I really was. We were really thoughtful about it, and we said well. Let's bring the two teams together and do that assessment and figure out where it makes sense, and if we do have to, you know, do any changes, or thoughtful about it. It's not just reactionary. It's not political, and and it was very open to it, and we just bought Unisys federal and. And we'll close on that deal shortly, and it's the same thing. We're really look they're. They're experts in the cloud, so we're not gonNA. You know we don't want to mess up their secret sauce. What we WANNA do is learn from it incorporated in make say I see stronger, and I think with each acquisition that I say he's done. It was site tour before that that was constantly about making the company stronger. It's not just about buying contracts. It's really how do we take what each company does? Really really well that secret sauce an added to ours I. Mean we do a lot of things great, but we can always be better and we constantly WANNA try differentiate so. As a as someone coming in I've felt like. I had a voice from day. One I. I'm vocal and able to talk about what I see and give ideas and I feel listened to, and with great discussions I. It's really fantastic the fantastic environment, I honestly pinch regularly that I get to be the CIO of. I mean it's a phenomenal organization must be been Tasso. Anyone that wants to join FA. I see they should go to our website and look at her career site great company. A great great pitch certainly. It's it's it's interesting. I know that innovation is near, and dear to your heart, and it's very much part of your strategic roadmap ensure that it is a source of innovation, and I can only imagine the challenges of balancing these major integrations, which as you as you point out, have not ceased you join through an acquisition not long ago, and now a another eight acquisition in UNICEF federal is on the books as well. How do you balance those integration activities with you know sort of thinking to pass them to the future or towards? An agenda that also includes innovation. Yeah, so in some cases. WHAT THE INTEGRATION! We actually are almost meeting. Together so, for example, and Had chosen a cloud hr tool set and saic really liked it, and so we brought ingenuity NFL together quickly from an HR perspective in the current. Hr Tool set, but we. We decided early on that. We would then take that next step to digital platform that would really imply improve the employees. especially the managers experience so those are the types of things that through the integrations. We've actually been able to talk about. Okay, let's not just say you know we're going to. Integrate this and be done. Let's think about what the long-term vision can we meet their or do? We need to kind of two steps like we bring us together and then go there, so we've spent a lot of time looking and really last year we tried to do that. Integration piece and set us up to quickly move a lot of these things to the cloud I'm especially SAS products. You know from an enterprise perspective, so I'm looking you know HR and be D. collaboration that..
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"Tax, which really explorer some. New areas that are outside of our own business and potentially represent. Revenue. Generating opportunities for us in the future. That's quite a quite a broad purview, and in fact, one that. kind of although it's growing among the CIO. Still, certainly not the average CEO that is involved in the kinds of innovations and technologies will because to refacing and essentially revenue-generating as well as I as I. Believe I'm hearing from from those sorts of things that you and your team are working on. Yeah and I mean I think if you're in a very unique place because we are a very information, driven organization, and technology really is at the forefront of our business in clients. Do Their businesses through our? Our trading and investment platforms, and so since it's such a some corridor business really everything that we innovated in is around technology, and so I think it was a very natural evolution for my role to encompass some of those responsibilities as well. It's interesting you about innovation is nearly a responsibility and you further kind of. Qualified that as new ideas within the core business talk a bit about how you define innovation. What what What constitutes an innovative idea that the organization is pursuing? Yeah, I mean. I, think when we think about this, it's really can take a couple of different forms and I tried to be one of these people that's an innovation purist by any any seven imagination so I, really a big believer.
"cio" Discussed on Technovation with Peter High (CIO, CTO, CDO, CXO Interviews)
"My guess is weak is John Trader John's the chief information officer of errands of furniture latronic appliances leasing company with revenues exceeding three billion dollars as Cio John Leads the technology option for the company including the BBC segment of the organization is held variety of through his twenty year tenure with the company in this interview John Discusses the benefits of operating in a product mindset rather than project mindset is team of the throat over the wall approached it instead the company strives to deploy working software into production as soon as possible John Argues that this product mindset leads to more cohesive teens eliminate separate interests within the organization we also discussed the tech landscape in Atlanta where errands is based Johnstown blockchain the importance of having failsafe environments in a variety of other topics John traer welcomed Techn- ovation. It's great to speak with you today good to speak with you Peter I feel like this is the moment where she arrived when he gets talked to you so I'm excited that's very guide you to say John Thank you John I thought we begin with your role Oh you are the chief information officer of errands and role you've had for nearly nine years of twenty with the company and for listeners who may be less familiar with Aaron's I wonder if you could take a quick moment and described business yeah sure we lease for Furniture Electronics appliances we have about sixteen hundred doors nationwide in our business the consumer space we have a business to business space that's based out of Utah I'm primarily focused on the part of the organization we ban then in nineteen fifty five and we deliver sure of a transaction in most us and Canada excellence and I wanted to take a moment and talk about the role the analogy plays in a business like this on the one hand there there are some aspects of your business that are traditional retail in terms of things you're selling whether it be pitcher appliances electronics But then of course there's the as you noted the financing aspect to this as well so there's almost a you know a sort of financial services so to say aspect to to the business in that you're in as well and I'd be curious how you translate the needs of business complex business like that into techniques solutions. Yeah I love that question because it gets to the heart of what I like the most about this role you know I talked to the IRS is a retail organization the financial service organizations and they only get to play in One of those spaces and I we get to play in both aces and really at the the Union of the two of them and so it's pretty exciting so if you look at a traditional retail organization Not Always GonNa know a lot about their customers preferences in need and want unless they do like a loyalty program or something like that and then the financial services they're really not they don't really know what the customer is motivated by and what they're interested in victor life better it's really more transaction not a fulfilling a dream that somebody has or or making something happened for them and because I get the the and both of those we get to do technology for both the so if we look at our what I call storage system our storage system is a retail point of sale system but that's maybe ten percent of it it's also a crm it's also a document management capability that bill lease agreements that are state by state comply ah it collects payments along the way so it has aspects of financial services and it creates a lot of complexity but it's a really fun complexity because is it's all wrapped around data and what you can learn to better serve the customer and position the company to do great things excellent very very interesting and I know you've been through you've been in the throes of a rather significant transformation as an IT team as you ballooned you can kind of talk a bit about that I know for example you know as as digital immigrants organizations those born a quarter century or more how as they looked to modernize to become more nimble there's several aspects to a playbook including becoming more agile adopting you devops practices just to take two of those and I I know from our past conversations that you're actually a very early adopter in any industry to say up your own into practices like bees so I'd be interested first of all as to where the insight the spark of an idea to be Tivoli early in these sorts of journeys came from as well as some of the benefits of of the work that the team is doing yeah the spark I don't I don't really know what the spark was we did start building everything with agile methodologies started in Dev and then when I became CIO expense. the rest of the organization in our technology team in about two thousand seven as we started that journey and I it US seemed right so if you if you read the Agile Manifesto and you look at what the principles are and things David people over process it it's all about people and it just seemed like the right way to treat people and the right thing to do business and when we looked at all the successes we had in the early two thousands a lot of them were because we didn't arrogantly no Gokul in knowing that we knew all requirements and that we knew exactly how things needed to be bill and reiterated and solve for something that allowed if the when I started we at four hundred fifty I grew to twenty one hundred and we were able to scale because we integrated our business and if your going to integrate a business it's you need to be able to integrate your technology along with the business so asking for these long lead times with a waterfall and doing the oldest or ways of building things just never seem to work so that was I guess it was really out of necessity because we had a company that operated that way and I know you you and I've talked about this before I don't believe that it's it and the business First of all we call our team the technology team the Has I think there's a certain antiquated nature to the phrase it almost like am I asked data processing but I believe that it is technology team and the rest of the business and then we're very much a part of the business now we may not be you know actually checking out a customer in our store and we may not that'd be moving furniture around our fulfillment centers but we are very much a part of this business so I only allow team to say the rest of the business so that we keep our mindset we're part of it and so if you do that then you need to have methodologies that map to that we started agile in about two thousand and seven agile me is really a means to an and it's a cultural thing and it it ended up when I became cio about nine years ago it was the only way I could survive because I needed to get the same practices the same nimble nece and infrastructure and operations support and databases that I had yeah APP Dev into really worked out well I'll probably answer a lot longer than you want but I guess that's kind of the spark of it the make sense I'll make sense shit you sharing those those those details and certainly sounds like a important moves to to modernize the practice of the technology team in your organization I know another thing that you've been passionate about is the move from project to products orientation for the technology team the thing that I that a number of it leaders are still not the average one Have chosen is an area of focus and transformation can you talk about your thought process says there and again the advantages that you see depending upon where you are where you feel you are in that in that journey of Change Yeah I love that too because it it all oh builds upon The the concepts of Agile so if you think of Agile it's Kinda gateway drug for these other things agile is the gateway into devops because once you're developing and releasing an air passion you need to have that cycle time that support art and then devops means that you probably should have a cross functional team so we really avoid the throw it over the wall concept of it where uh does something then they thought of Qa and they throw it over way to the point one of our favorite things to do is in sprint zero our teams love to deploy they want it they can we want working software in production as soon as we can and focus on that pipeline and the reason we do that as we wanna get as short a distance between us writing code and testing it as and creating business value so those than going the problem act once you do that and you start re composing your teams and you no longer have being separate interest within your organization you have one coach team I looking at our economy which one of the highest performing teams when it comes to continuous integration continuous deployment. I mean they do many deployments today a day to production in calm when I look at that team I can barely tell who's development who's Dev whose released in you actually you can barely tell and actually I can't even tell them I look at the team sometimes who is in the quote unquote business which we don't use anyway and who's in technology and it's because they're just salt in business problems and they have some unique skill do it so when we once the team gets configured like that then all of a sudden you go wait a second why would I throw away this cohesion not that understands the problem domain really well and understands the opportunities WanNa throw it away at the end of quote unquote project instead why don't I the best in the during team that have a roadmap of business value that they're gonna go after you empower them to achieve that out of the way you make it get rid of roadblocks you support an hour you can but then you creating product teams not project team and you create sustaining value along the way why this product mindset is is good inside refer people to learn more to that because they'll do it a lot better job and I have interesting indeed and a lot of what you're describing John Really entails a cultural change I I can only imagine that the Technology Division that you around twenty years ago to say nothing of the one that you began to lead nearly nine years ago is very different in its makeup in the skills that you'd better that are currently growing reflective of some of the changes that we've already mentioned but part of this really requires a cultural change as well and I wonder if you could take a moment to murder reflect on some of those attributes of the transformation you've led you are a hundred percent right about culture because all other sees CIO's will say Oh wow you deploy you can deploy in twenty seven minutes to all fifteen hundred locations your store system where most retailers.