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Secret Life of Digital Media and Digital Marketing with Anurag Harsh, Ziff Davis CXOTalk #263
Digital media and publishing is a tough industry, with changing business models and competition from large and small players. Learn how a seasoned entrepreneur helped create one of the large digital media and publishing brands in the world. For more info, see https://www.cxotalk.com/episode/ziff-davis-behind-scenes-digital-media-brand Digital media guru Anurag Harsh was recently voted as LinkedIn’s #1 Voice in Technology. He is a founding member of the executive team at Ziff Davis for the past 7.5 years and has orchestrated its growth from a small privately held company into one of the world’s largest public digital media companies with the group's revenues exceeding $1 Billion at a $3.5B Market Cap and 200% growth in stock price. Anurag is the author of 7 business books including three Amazon bestsellers, has published over 400 business articles for Huffpost, FORBES and other publishers, is a Wharton & MIT alum and has performed two sold out solo concerts at the Carnegie Hall as a vocalist. From the transcript: Anurag Harsh: Well, digital media and the advertising landscape is staggeringly complex. Let's start with some of the misnomers that people have about the landscape. Smartphone growth is slowing. Everybody thinks that it's all about mobile and smartphones. Therefore, a lot of the digital media publishers are publishing to smartphones. Of course, they should do that, but what they don't realize is that global smartphone shipments actually just grew 3% this year compared to 10% last year. That's something that's important. In order to build a business, a digital media business, you need to understand the landscape and who your target customer is and where they're actually browsing. The other thing that's happening when you think about the Internet usage growth is, at least in North America, adults are spending a lot of time every day, as we all know, about five or six hours a day, on the Internet. That's about 3 hours per day on just mobile compared to maybe it was like 45 or 50 minutes a few years ago. The other thing that's happening is the online total advertising spend because all the digital media business is fundamentally advertising driven, different forms of advertising. It could be commerce, it could be display, it could be affiliate, but it's all bundled under advertising. The total online ad spend, it's growing steadily. Mobile obviously has now overtaken the desktop in ad dollars, just as it has with usage and time. That's an important thing. Anurag Harsh: But they're only seeing 20% of the ad spend. What that tells me is there's a massive gap, and this gap is about $16 billion of opportunity for essentially brands to have more mobile ads on the Internet. The other thing that's happening is--and we all know this, but I'm going to say it anyway--over the next several months, and it's probably already happening right now, the dollars that are spent on Internet ads are starting to eclipse dollars that are spent on television. What that tells me is it's indicating a huge opportunity for mobile products to soak up the shift. These are some of the things that are happening. There are quite a few other things that are happening in the world of digital. This is absolutely true. There's the ad duopoly, which means Google and Facebook control 85% of the growth in online ads, and their share is increasing every year. As more data and impressions keep helping these companies improve their targeting, it really is becoming very, very hard, really impossible. It's an existential problem, I call it, and we're going to talk about this a little more, eventually. It's becoming harder and harder for other platforms, and really any other publisher, to compete. That's the thing. There's this ad duopoly, and it's not going to go away. It's actually going to get even worse. The other aspect of that is this whole thing called ad blocking. It's skyrocketing. People don't want to see ads, which is the glue and the oil of the Internet that powers all of digital media. In developing markets where data costs can be high, what users are doing is they're increasingly blocking ads whenever they can. Nearly 400 million people around the world are blocking mobile ads, and that's a problem. Big platforms like Facebook, Google, Snap, they're responding to advertisers seeking to prove return on investment on their ad spend by improving ad targeting relevance, the ads that people are going to see--hopefully they don't block these ads because the ads are more relevant to what they want to see--and then measuring, the measurement of how these ads work. Targeting has become a huge thing.
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Using the SiriusDecisions Demand Waterfall, with Dun and Bradstreet
What is the SiriusDecisions Demand Waterfall? Josh Mueller, Senior Vice President of Global Marketing at Dun & Bradstreet, speaks with CXOTalk about how B2B companies can measure marketing success and use data to determine which activities yield the best results. For more information: https://www.cxotalk.com/video/using-siriusdecisions-demand-waterfall “It allows you to see which marketing activities are actually yielding the results that you want,” Mueller explains. “There’s a lot of discipline in the system, there are a lot of definitions and best practices where you’re able to see, ‘Okay, if I launched these campaigns against these personas, at which this much time that passes,’ what am I actually yielding from that? From that closed, one perspective, not just an engagement perspective? The pipeline doesn’t pay the bills. Ultimately, closed one revenue pays the bills.” As SVP at Dun & Bradstreet, Mueller has global responsibility for demand generation, digital, operations, marketing technology, creative and content. His organization is pivotal to Dun & Bradstreet’s transformation to a modern company with a focus on providing an amazing customer experience and scaling demand generation. From the transcript: Michael Krigsman: I’m Michael Krigsman, an industry analyst and the host of CxOTalk. We’re speaking with Josh Mueller, who is the Senior Vice President of Global Marketing at Dun & Bradstreet. And, we’re talking about the Sirius Decisions Demand Waterfall. So Josh, tell us about the Sirius Decisions Demand Waterfall. Josh Mueller: The Sirius Decisions Demand Waterfall has been around for over a decade. And, essentially what it is is a framework that B2B companies can use to determine how well their marketing activities are working. I've targeted a million people; a hundred thousand of them engaged with me; ten thousand of them went to our sales team; five thousand of those became opportunities, and maybe I closed a thousand of those. And, you're able to track what's working at every stage so that you can have a better yield over time. Michael Krigsman: So, it gives you a greater precision in terms of understanding what’s happening with your marketing spend. Josh Mueller: That’s absolutely right. It’s a standard methodology that many of the biggest and best brands in the world adopted. Michael Krigsman: And maybe, this is an obvious question, but why should we use it? Josh Mueller: It allows you to see which marketing activities are actually yielding the results that you want. There's a lot of discipline in the system, there are a lot of definitions and best practices where you're able to see, "Okay. If I launched these campaigns against these personas, and with this much time that passes, what am I actually yielding from that … from that Close-Won perspective — not just an engagement perspective?” The pipeline doesn't pay the bills. Ultimately, Close Won revenue pays the bills. Michael Krigsman: Right now, marketing is all about data. So, how has it evolved to address what’s happening in marketing today? Josh Mueller: What it's done is it's taking the framework that was really historically marketing-focused and has expanded that to be marketing, sales, and product. And, it treats those as equal seats at the table that collectively create demand and ultimately, close that demand. The other thing I really like about the framework: it's gone from the concept of individual buyers (individual lead), to the concept of buying groups and buying committees within complex accounts. Michael Krigsman: It’s really interesting how the master data kind of underpins the collaboration elements of doing this type of marketing. Josh Mueller: Even if you have a list of accounts, and you know who you’re going after, you may have sales talking to one group, and marketing talking to another group, not even realizing 1) They’re part of the same company family, or 2) They’re even within the same company and you’re having different conversations. A clear master data strategy ensures that that doesn’t happen. Michael Krigsman: Would it be correct to say that it links master data to collaboration; to account-based marketing? Josh Mueller: It’s absolutely correct. I mean, the role of data has really changed the way the waterfall works.
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Loot Crate: Customer Loyalty and Business Growth with NetSuite CRM ERP (CXOTalk)
Loot Crate has quickly grown from a small company curating collectibles into a huge “geek” subscription service connecting pop culture, comics and video game fans with T-shirts, figures, and other fun items. Erich Gazaui, chief information officer for Loot Crate, tells CXOTalk about the business’ continued efficiency and connection with customers as it maintains hyper-growth. For more information and the full transcript, see https://www.cxotalk.com/video/loot-crate-customer-experience-hyper-growth “It’s about prioritization,” Gazaui explains. “I think we have a great design team and a curation and procurement team that really get connected with the fans, understanding how to build the themes within these crates, and how that connects with things in the fan’s life that may be external to the company, such as movies, theme parks, and things like that.” Since 2016, Gazaui has been CIO at Loot Crate, a membership company that provides subscribers with a monthly crate of curated collectibles for nerds, video game fans and more. Gazaui focuses on building successful engineering and business systems teams; he previously founded NDP Managed Security, served as president of Chartscape, and led TrueCar’s enterprise platform. Thank you to Oracle NetSuite CRM and ERP for making this video talk show interview possible,
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#208: Digital Transformation and Leadership: Executive Guide for the CIO and Chief Digital Officer
Digital transformation involves all parts of a company, from sales and marketing to operations, supply chain, and talent. In this episode, a seasoned leader and author shares practical leadership advice for undertaking a program of digital transformation. Our guest is Anurag Harsh, Senior Vice President and Founding Executive at Ziff Davis. Michael Krigsman is an industry analyst and host of CXOTALK. For more information, see https://www.cxotalk.com/advice-digital-transformation-svp-ziff-davis ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Twitter: https://twitter.com/cxotalk ------------------ From the ZDNet article: http://www.zdnet.com/article/digital-survival-the-transformation-imperative/ Why is digital transformation so important? In the last fifteen or sixteen years, more than half of all Fortune 500 companies have become insolvent, been acquired by another company, or stopped doing business altogether. And if you just look at last year, 50% of Fortune 500 companies declared a loss. So, the stride of transformation has become a revolution. Rivalries have deepened, and business models have been dislocated. The only constant is the growing severity of digital disruption. Because of disruption, there's despondency, and that's compelling companies to want these digital initiatives. And they are investing a lot of money, which mostly results in disappointment due to the absence of concrete strategy. As markets shift downward, many companies try to counter the spiral by initiating frantic investments and digital initiatives. Some of them are hiring Chief Digital Officers, and some of them are looking at their CIOs and CMOs to counter these disruptive effects. What is authenticity in digital transformation? Consumers expect authenticity from corporations and individuals alike. As consumer psychology changes, digital and marketing must enter a new era where human needs -- values and connections -- define success and failure. This is a call to action for marketers and advertising executives to change their perspective towards consumers. Companies can no longer see consumers as gullible moneybags or conquests. They must see consumers as community members, as human beings, who crave trust. You see the theme here? We're talking about technology and digital, but what I'm getting at is connection. Consumers crave trust: predictability, transparency, respect. I call it the relationship era. Your corporates value must resonate at every level of infrastructure. It has to emanate outwards to the company's employees, customers, suppliers, stakeholders, neighbors, and even your relationship towards Earth! Merely projecting an image is akin to falsity. Companies must steadfastly practice what they preach. The public today cares not only about the cost and quality of products and services. People also care about the values and conduct of the providers. Trust, reliability, ethics often supersede quality and affordability. Describe your model for digital transformation? There are five things that companies need to think about. These are terms I use: Structural swivel Inverse acquisition Offshoot Coattail rider Oiling the hinges Structural swivel. If you talk to any CTO or CIO they have all legacy systems and techniques that can impede their ability to execute. By altering the company's configuration to spotlight digital initiatives, executives can swiftly escalate the speed of transformation. It's tactic that requires earmarking funds, and human resources to digital initiatives and placing digital executives in command of existing business processes. Inverse acquisition. There are a lot of businesses that have unearthed quick wins ─ quick triumphs ─ by placing boundaries on the digital products so they can function autonomously and uninhibited by traditional processes. Just put them in a corner somewhere. It's like, "Off you guys go!" Offshoot. It's unrealistic always to expect a new digital operation to absorb the traditional business, especially if the digital business is not yet developed sufficiently to absorb a larger unit. Also, it may focus on too dissimilar a fragment of the value chain.
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Beyond ERP: Cognitive Technology and AI for Decision-Making, with Fred Laluyaux CEO Aera Technology
What is cognitive technology? Fred Laluyaux, CEO of Aera Technology, tells CXOTalk about AI, machine learning, and the self-driving enterprise that brings data from multiple systems to make decision-making faster and more reliable. For more information and a complete transcript, see https://www.cxotalk.com/video/beyond-erp-cognitive-technology-self-driving-enterprise “What we’re building is this new generation of applications that are following the same characteristic, real-time and always on, connected outside and in, thinking in autonomous. That’s the high-level principle of Aera – very smart software that has some level of autonomy,” Laluyaux says. “The nature of a business is fairly complex. We are realizing, basically, the promise of the ERP from 30 years ago by actually truly bringing all this transactional data into a single level. You could say that, in a way, we are fulfilling, finally, the promise of the ERP by removing the complexity of these different systems, bringing all this data into the cloud, into a normalized environment, and having a single, logical process, which we call the decision process mapping. We can map how decisions are being made around demand optimization, planning, and so on and so forth, and automate that in real time. In a way, we’re actually fulfilling that initial promise.” Laluyaux is an entrepreneur who founded his first company at age 23. Before launching Aera, he was the CEO of Anaplan, which he grew from 20 to 650 employees, and a $1B+ valuation. Before that, he held several executive positions at SAP, Business Objects, and ALG software.
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AutoNation: Digital Transformation and IT Infrastructure with Cohesity (hyper-converged storage)
Managing mission-critical vendors is a challenge for every CIO and IT organization. To read the complete transcript, see: https://www.cxotalk.com/video/autonation-managing-mission-critical-it-relationships In this segment, Adam Rasner, who manages IT infrastructure for AutoNation, the largest automotive retailer in the US., shares his advice on managing crucial vendor relationships: Michael Krigsman: Are there metrics or KPIs? How do you go about making that evaluation? Adam Rasner: There are hard metrics. The solution we were using previously, we were dealing with something like 6,000 backup failures a month from hardware issues, software problems. Basically, almost 60%, 70% of an FTE, a full-time employee, babysitting backup jobs to now we're dealing with a few a month, and we actually can go in and have a good understanding of what's causing those and remediate. There are soft things that you measure and feelings that you get, and then there are hard statistics. We're winning on both ends of that. Watch the video to learn how AutoNation manages the relationship with its critical partner, secondary storage vendor Cohesity.
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#107: Build an Enterprise Software Startup: Jason Lemkin, SaaStr
Every entrepreneur knows that starting an enterprise software company is hard. Jason Lemkin, Managing Partner with Storm Ventures and founder of EchoSign (acquired by Adobe), shares his secrets for how to start and run a successful SaaS enterprise software company. Jason is also one of the most popular startup bloggers in the world on his site called SaaStr. At Storm Ventures, Jason focuses exclusively on early-stage SaaS/enterprise start-ups and helping them scale. Enterprise Starting Investing For both investors and entrepreneurs, the journey starts with an idea and a team. During the first part of our conversation, Jason will share his advice getting initial customers, ramping up the business, and expanding the company. Enterprise Sales and the SaaS Entrepreneur Selling into the enterprise requires a keen understanding of the product, market, and organizational dynamics in the buyer's company. We will discuss the unique attributes of enterprise software and make concrete suggestions for SaaS entrepreneurs. Throughout our discussion, ask Jason his advice by joining the conversation on Twitter. Use hashtag #cxotalk. Learn more at https://www.cxo-talk.com/build-enterprise-software-startup-jason-lemkin-managing-director-storm-ventures ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
Просмотров: 14897 CXOTALK
Artificial General Intelligence, AI, Machine Learning, and Blockchain with Peter Voss (CXOTalk # 295
How do AI, blockchain, trust, and "smart machines" intersect? For this exciting episode of CXOTalk, industry analyst, Michael Krigsman, speaks with serial entrepreneur and inventor Peter Voss. The conversation focuses on a business view of artificial general intelligence and machine learning. For more information see https://www.cxotalk.com/episode/artificial-general-intelligence-conversational-ai-blockchain Peter started out in electronics engineering, but quickly moved into software. After developing a comprehensive ERP software package, Peter took his first software company from a zero to 400-person IPO in seven years. Fueled by the fragile nature of software, Peter embarked on a 20-year journey to study intelligence (how it develops in humans, how to measure it, and current AI efforts), and to replicate it in software. His research culminated in the creation of a natural language intelligence engine that can think, learn, and reason -- and adapt to, and grow with the user. He even coined the term ‘AGI’(Artificial General Intelligence) with fellow luminaries in the space. Peter founded SmartAction.ai in 2009, which developed the first AGI-based call center automation technology. Now, in his latest venture, Aigo.ai, he is taking that technology a step further with the commercialization of the second generation of his ‘Conversational AI’ technology with a bold mission of providing hyper-intelligent hyper-personal assistants for everyone.
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Digital Transformation in Healthcare and the Pharmaceutical Industry (CXOTalk #255)
What does digital transformation mean for drug companies? Milind Kamkolkar, Chief Data Officer at Sanofi, speaks with CXOTalk co-hosts Richie Etwaru and Michael Krigsman about innovation and changes in the pharmaceutical industry. For more, see https://www.cxotalk.com/episode/digital-transformation-pharmaceutical-industry-innovation Sanofi is a company focused on empowering lives through human health. As CDO, Kamkolkar focuses on driving and transforming Sanofi from data generation to an insights generating organization where data is a monetizable asset class on par with product and shareholder value. Kamkolkar is also a featured speaker and thought leader in Digital Health, AI & Big Data; Honorary Lecturer for physician entrepreneurship at BartsX; Faculty at Exponential Medicine; and Special Advisor to the UN Global Sustainability program. Etwaru is Chief Digital Officer at QuintilesIMS, helping bridge the innovation and efficiency gap for healthcare stakeholders and life sciences customers using analytics and technology. He’s a former CDO at IMS Health, a frequent keynote speaker at leading tech-related events and forums, a serial entrepreneur, an author, a former Clinton Global Initiative delegate, and currently serves as a board member for multiple not-for-profit organizations. From the transcript: Michael Krigsman: (05:00) What are we actually speaking about and how does this relate to the broader changes that are going on regarding healthcare and ultimately, the impact on healthcare for people? For patients? Richie Etwaru: (05:24) Well, I think most of us understand siloes pretty well, right? These are vertical departments within large companies that tend to perform a specific function. And then they perform that function well, but if you look at multiple of those siloes together as a broad organization, you’ll see inconsistencies and gaps to be solved for. I think, with the pharmaceutical industry, there was a time when it was okay to have siloes. Not that you wanted them, but if you had them, it was not the biggest deal in the world, and we’re seeing what I like to call the “three waves” of change enter the environment of the pharmaceutical industry that’s creating the financial reality and quite frankly, the competitive reality, to start to think about what the business model looks like and take the siloes out. These three waves, I think, most people would recognize. (06:15) Now, the first wave is what came from the supply side. So, I think of this as the patent cliff, right? I think we’ve heard enough about the patent cliff that the supply of discovery of drugs in the pipeline has changed quite a bit. And, the good thing about the patent cliff is that it was sort of contained within the pharmaceutical industry, right? Yes, there was some implication too of the stakeholders, but it didn’t radically change the landscape because each pharma company was suffering from the same strain from a supply side. (06:47) The second wave is what I like to call the wave coming from the demand side. This is the influence and the pressures of reimbursement being changed, payment terms being changed. I think what we see in the United States with Obamacare and the model of delivery has created a tremendous amount of strain that created a whole new wave of pressures for the pharmaceutical industry. So, I think that’s the second wave. (07:18) Where we are today is what I like to call the “third wave” of change that’s coming through the pharma industry. And, this is the digital health and technology paradigms that are entering at the same time. Now, the patent cliff is not completely solved for. That's still moving over, right? The changes in the […] are not completely solved for. That's still here. And, we have this new wave that's being driven by this new stuff that Milind is talking about, which is more data, digital health, some of the new technology paradigms. What's interesting about this third wave is that it is not self-contained in the pharma industry or healthcare. Milind Kamkolkar: (14:46) Yeah. I mean, if I could just add one last thing, Michael, to that point, I think where the time, perhaps has that risk-averse nature in the pharmaceutical industry is that perhaps I’m like… banking in other such industries… The reality is that if you get this wrong, people die, right? And that’s the real crux of it. So, I can fully appreciate and respect the fact that sometimes, you do want to be a little bit cautious because, of course, who wants to create a medicine or some kind of patient service that really is not yielding a positive outcome? (15:19) So for one, I'm quite grateful for the fact that we are basing more medication and pricing, and reimbursements, etc. really on health outcomes. But I think, in many ways, it's not just the actual medicine that has to take into play, it's also the customer experience at point of treatment that needs to be part of that equation as well.
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Digital Marketing: Personalization, Data, and Best Practices (Robert Tas, McKinsey) CXOTalk #256
How is marketing changing? Robert Tas, vice president of McKinsey & Company, tells CXOTalk about digital transformation in the marketing operating system. How and why is it changing? What should a company do? Tas shares practical advice for personalization, insights, design, technology, speed, and agility. For more information: https://www.cxotalk.com/episode/digital-transformation-marketing-personalization In his current advisory work, Tas helps financial-services companies reinvent marketing for a digital world. He has designed agile marketing organizations that can operate at a faster pace, using best-in-class marketing technology, including next-generation measurement systems. The goal is to digitally enable the entire customer decision journey. He previously served as CMO at a leading software company, and as head of digital marketing at a top-ten U.S. bank. From the transcript: Michael Krigsman: (00:02:07) Well, I'm very excited to talk with you. You work with a lot of different clients from very large organizations who are doing sophisticated things with digital marketing and with data and analytics. Maybe a good place to begin is, when you're out there roaming the world providing advisory service and working with your clients, what are some of the key digital marketing trends or issues? What's really important to your clients? Robert Tas: (00:02:40) Good question. I think there's a lot of buzz out there, and a lot of people are trying to figure out a number of things. I like to think of them in some categories. • (00:02:48) The first one that I look at and I hear a lot of people talking about is personalization. I think the idea of not treating every customer the same is really, really important in today's world. A lot of companies are trying to figure out how to do that better. • (00:03:01) The second one is data. You talked about it a little bit in the beginning in your intro. Data, data, data: everyone is trying to figure out how to harness the volume of information we now have and actually put it into action. • (00:03:14) The third is design. I think this is one of the newer areas that's getting a lot of traction. Really understanding how to do user centric design and how do I make my experiences relevant to my customer base. • (00:03:26) The fourth that I like to talk about is marketing technology, one of the biggest buzzwords going there, but really understanding the components of the martech stack, and CMOs are now becoming integrators. • (00:03:38) Then the fifth one, which is probably the most evolving one, is this new concept of the operating model, the speed at which we work. The reality of digital marketing today is the tools we have. We can do things a lot faster than we've ever done before. (00:03:54) I think CMOs are trying to figure out all five of those things to really transform their marketing organizations. I think the best in class marketers are leading the way in the use of data in the way they approach their marketing programs. They're leading the way in testing and learning. They're leading the way with agile approaches to their marketing where they're constantly thriving for more information around the customer to be smarter about it. (00:10:57) Like you said, there are challenges. The first one that comes to mind is the data silos that exist in organizations, especially larger organizations. It's hard to connect all those customer touch points. (00:11:08) The second piece is understanding who owns the customer experience and how is that managed and implemented across the board within my organization. Often we have silos that create the upper brand, the upper funnel team, the bottom funnel team, the post customer experience team, and things like that. We've got to figure out how to build our strategies more holistically. (00:11:29) The third bucket is, there's a lot of technology, a lot of legacy systems in these organizations that need to be cobbled together. You really need a diligent strategy to go do that. (00:11:39) Then fourth, like you said, is you've got to start thinking more from that last click conversion campaign thinking to really enabling the customer journey. How do you go about delivering that? How do you remove friction through that process? How do you get more data to enhance it and help the customer get what they want? Michael Krigsman: (00:11:59) But you also mentioned design. Where does that now fit into this picture? Robert Tas: (00:12:23) Yeah. It's a really interesting piece because the creative guys have always been on either the ad side or certain pieces of the journey. I think it's really important that we start getting them involved into the entire journey and understanding how to map those pieces together. It's no longer enough for the marketer to say, "I drove the traffic to the website and I did my job." You've got to be able to design those experiences and have consistent experiences end-to-end.
Просмотров: 6412 CXOTALK
Hacking Facebook Advertising with with Dennis Yu and Logan Young, BlitzMetrics (CXOTalk #288)
How does Facebook really work and what are the social network’s implications for business executives? BlitzMetrics’ Logan Young and Dennis Yu tell CXOTalk about the “inner secrets” of Facebook, and why it was the tool of choice for Russians attempting to interfere in the 2016 U.S. election with Cambridge Analytica. For the complete transcript, see https://www.cxotalk.com/episode/facebook-secrets-social-media-execs-election-hacking Join the growth tribe with this video tutorial about Facebook advertising. This valuable interview also covers LinkedIn. Every CMO and digital marketer should watch! Dennis Yu is co-founder and Chief Technology Officer at BlitzMetrics, a digital marketing company which partners with schools to train young adults. Yu’s program centers around mentorship, helping students grow their expertise to manage social campaigns for enterprise clients like the Golden State Warriors, Nike, and Rosetta Stone. He’s also an internationally recognized lecturer in Facebook Marketing and co-author of the college textbook Facebook Nation. Logan Young is the co-founder of BlitzMetrics, where he runs the company’s training programs while implementing ad campaigns and optimizing marketing funnels for key accounts. He currently manages a team of 43 individuals. He is an internationally recognized keynote speaker and author of The Standards of Excellence, a book on Facebook benchmarks.
Просмотров: 5730 CXOTALK
Future of Work and Enterprise Software, with Aaron Levie, CEO, Box (CXOTalk)
The CEO of Box, Aaron Levie, talks about the future of work, shifting processes to the cloud, and the future of work. Watch the entire conversation, which was Episode 278 of CXOTalk, here: https://www.cxotalk.com/episode/digital-transformation-aaron-levie-ceo-box Transcript: You essentially replaced established, on-premise systems and processes with this new type of software? Every couple of years we sort of step back and we say, "Okay. What is happening in the world, and how do we make sure that we're aligning our strategy and our technology to the broader landscape, the broader set of changes?" That was the very way that we started the company in the first place. When we started the company in 2005, we looked at, okay, we want to work from multiple devices. We want to be able to share with people all around us. Storage technology is getting cheaper and browsers are getting way faster and better, so we could actually use the Web as the conduit by which people could access and share their information. Those were the big megatrends that we looked at in 2005. When we look at 2018, the megatrends have multiplied pretty significantly in terms of all of the things impacting businesses. Companies want to be able to work in a much more real-time way. They want to be able to work with much flatter hierarchies, so people can share up and down the hierarchy of the organization much more rapidly. Organizations are working with a much larger number of partners, globally, so they want to be able to instantly collaborate no matter where somebody is in the entire world that they're working with. We know that manual processes are going to give way to more AI driven processes. How do we use automation, whether that's machine learning or artificial intelligence, to begin to advance the business processes that we're doing as opposed to a much more manual approach? We know that product experiences are going to become much more digitized and personalized and much more automated for customers. When you look at all those big megatrends and then you add in cybersecurity threats, you add in compliance issues, globally, we see this as sort of shaping what the future of work looks like. We imagine a workplace and an organization where people have access to all of the information they need to do their job. They're able to share and collaborate with anyone they need to be able to connect to, to be able to present their ideas, or to be able to accomplish their tasks. We believe that teams are going to be much more agile so that you can make decisions much more quickly. We know that the sort of blurring of the inside of an organization and the outside of an organization is happening, so you can share just as easily with an external partner as you can an internal colleague. We want to build a technology platform that supports that future of work. What we also are very cognizant of is that it's not just going to be Box that is a part of that future of work. We know that companies are going to use Slack. They're going to use Facebook Workplace. They're going to use Okta. They're going to use Office 365. They're going to use Google Docs. Our job is to find a way to be the place where content can go when you want to be able to govern it, secure it, manage it, and collaborate around it. But, we know that you're going use content in lots of different places--where you're doing your work. That's sort of what we see as the future of work, and our job is to just go out there and evangelize it and make sure that, unlike the '90s or the 2000s, the world doesn't end up with just one homogeneous technology stack that largely is coming from maybe one or two vendors and you're not getting the kind of innovation that we know is possible when you have a plethora of amazing solutions.
Просмотров: 5673 CXOTALK
AI in Business - Paul Daugherty, Chief Innovation / Technology Officer, Accenture (CXOTalk / IPsoft)
AI is one of the most profound technologies of our time, with practical implications for business, society, politics, economics, governance, customer experience, and even ethics. In this video interview, industry analyst, Michael Krigsman, speaks with Accenture's Chief Innovation and Technology Officer, Paul Daugherty, about his new book called Human + Machine. This conversation explores the role of artificial intelligence in business and offers practical advice for senior leaders to innovate with AI. This video was recorded live the CXOTalk studio located i Amelia City, the IPsoft innovation center in New York City
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Accelerate Sales with Data and Analytics with Rishi Dave, CMO, Dun and Bradstreet
Collaboration between Marketing and Sales is a prerequisite for customer success today. However, marketers must use data and analytics to gain insight into customer behavior and establish a personalized relationship with buyers. For more information: https://www.cxotalk.com/video/accelerate-sales-data-analytics Rishi Dave, the Chief Marketing Officer at iconic brand Dun and Bradstreet, explains how to use data to achieve these crucial customer relationship goals. As CMO, Rishi oversees all of Dun & Bradstreet's marketing including brand, customer analytics, marketing technology, social, demand generation, digital marketing, events, creative, and content. Rishi Dave, Chief Marketing Officer for Dun & Bradstreet, oversees all marketing for the company including brand, customer analytics, marketing technology, social, demand generation, digital marketing, events, creative, and content. From the transcript: (00:07) I’m Michael Krigsman, an industry analyst and the host of CxOTalk. And, I’m speaking with Rishi Dave, who is the Chief Marketing Officer of Dun & Bradstreet. So Rishi, tell us about Dun & Bradstreet. Rishi Dave: (00:20) Yeah. Dun & Bradstreet is a global company squarely in the data analytics space. We have data on 265 million businesses around the world, updated three million times a day. Michael Krigsman: (00:32) It’s quite extraordinary! How have buyers and their expectations changed over time? Rishi Dave: (00:38) Boy, if you think about what the experience today with companies like Uber or Amazon, they really expect a company to understand and know them, and know the main pain points that they’re trying to solve and then when they interact with the company, they expect the company to have the backbone on them and actually be very targeted and personalized in how they interact with them. Michael Krigsman: (01:01) And so, how does the availability of this data create that sense of personalization or even, can I say, sense of intimacy, with that customer? Rishi Dave: (01:12) Well, there are three key things that we see. One is that there’s a lot of data out there. And so, first and foremost, companies are increasingly taking all that data and structuring it and cleaning it. Secondly, they’re using analytics and other ways to really understand what that data means. And thirdly, they’re surfacing those insights in a way that people and systems can take action on them. Michael Krigsman: (01:39) When you say, “Take action,” can you elaborate on that, please? Rishi Dave: (01:43) So, a salesperson may, for example, see within their CRM that based on all the data that the company has, this customer has the highest propensity to buy this type of product and this is the right person. And by the way, this person was recently promoted to this position. That's a lot of great information they can use to target the person at the right time, new to […], with the right information saying, "Okay, this is the exact solution that the data are telling us they need." Michael Krigsman: (02:11) But, it’s not just sales, right? Their marketing has to work lockstep with sales, as well. And, that’s been a problem for many companies that silo. So, how do we get around that and unify, bring together, marketing and sales? Rishi Dave: (02:24) Marketing has a larger and larger role. If you think about it, the marketer plays a very large role in architecting the right experiences before the customer even goes to a salesperson or even decides to talk to your company. Then, once it gets to a salesperson, that salesperson has to be enabled with the right data, content, etc. And, marketing also can play a very large role there, as well. (02:50) So ultimately, that requires sales and marketing to be very close and work very closely together. So, kind of garner the days when marketing says, "Okay, I'm going to generate as many leads as possible," and sales says, "I'm focused on closing." Now, everyone needs to focus on closing sales because both marketing and sales have a role in that."
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Customer Service: How IPsoft Amelia AI (Cognitive Computing) Improves Efficiency
Artificial intelligence is helping companies be more efficient, saving costs and improving customer service and experiences. Edwin Van Bommel, Chief Cognitive Officer at IPsoft, tells industry analyst Michael Krigsman of CXOTALK at the IPsoft Digital Workforce Summit in New York about how the Amelia AI platform can solve customer service problems. AI, for example, can assist with password changes or client account updates, while freeing up employees for other services -- or reducing overall cost. See more information: https://www.cxotalk.com/video/customer-service-how-amelia-ai-improves-efficiency Amelia's cognitive computing capabilities allow her to converse with clients and customers in natural, context aware dialog at more than 50 global organizations. Von Bommel explains that Amelia needs three things: Data to understand the client's needs, data to solve those problems, and analytics to make the AI experience even smarter. The AI platform boasts conversational intelligence, advanced analytics, a smart workflow with enterprise systems and self-learning to continually improve on every interaction. "We have a passion for really beating the Turing Test, and really making it possible that when you talk to Amelia, you actually wouldn't know whether you are talking with a human or with a machine," Van Bommel says. From the transcript: Michael Krigsman: What are some of the key use-cases that your customers are applying Amelia to? What are the problems that they are solving? Edwin Van Bommel: Let me first discuss the use-cases, and then the problems. So, there are three different types of use-cases. The first one is really interactions with their customers, for both services and sales. The second one, some clients just want to support their people with assisted intelligence. So, for instance, we have a case where there are unlicensed agents, and they want to make sure that unlicensed agents really stay within the rights they have, and what they need to do, so really a compliance case. And those unlicensed agents are talking with Amelia and saying, "Look. This client wants to move and change an address," and Amelia will ask a couple of questions which the agent then checks with the client. And depending on the case, she will say, "Okay, you can do the address change," or "this is a specific service." And, truly, I learn a lot but its' truly different by state. So, Amelia understands by state what is allowed and not allowed. And then the third one is there is, within companies, a lot of processes which employees need to run, which are, honestly, just a waste of their time, like passwords where Amelia becomes more like an internal service agent and make them more productive. And when I talk with my clients, what I want to resolve is they want to, first of all, improve their customer experience much more, overall. But secondly, they want to free up time for their expensive people so that they can really spend more on value-added task. So, one of the speakers here, one of our banking clients, actually made a point earlier today that he said, "We really have not more time in the call center to deal with really very human and complex problems that our clients have." And their employees are actually super happy that they now have more time to help their clients with that.
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Autodesk: Management, Collaboration, and Transformation / Women in Technology (CXOTalk #269)
"December is the cruelest month," with apologies to the poet T.S. Eliot, because managing through end-of-year selling, budgeting, and just plain surviving is hard. In episode 268 of CXOTalk, host Michael Krigsman speaks with two experts who can help you ease the transition to 2018. For more information, see https://www.cxotalk.com/episode/end-year-survival-managing-human-side-technology Minette Norman runs Engineering Practice at Autodesk, where she manages the work and collaboration of 3,500 engineers, a position traditionally held by men. Tamara McCleary is one of the most well-known keynote speakers on topics related to digital transformation in the world. Both women are tough, yet practical, business leaders. From the transcript: Minette Norman: When I took this job about three years ago, the SVP that put me in this position said, "Minette, your job is to transform engineering at Autodesk." That's a tall order. Really, when I started to dig into what did that mean, it really did mean that we have to stop recreating tech stacks and recreating tools that everyone was doing on their own and, instead, come together, share knowledge, share technology, and actually contribute to one another's solutions instead of building one-off solutions. That becomes much more of a behavioral and cultural problem than it is a tooling or technology issue. I deal with the technology, but I would say the harder part, the more interesting part, the part that gets me up in the morning in the people stuff. What are the cultural attributes that you're trying to drive, and how do you do that? Well, I think, to go back to my initial "transform engineering at Autodesk," my charter, it really was about and is about getting people to respect one another, listen to one another, and see another person's code may be something that, "Okay, I didn't invent it. It's not mine, but I could reuse it. I could build on it. I could amplify it. I could enhance it. And, we could make something better together." It's really the idea of getting people to listen to one another, to respect one another, to overcome their own defensiveness, and to realize that when you have diverse minds working together and diverse personalities, you create something better than you would just an engineer sitting alone in isolation. A lot of it is really getting people to have those dialogs. One of the things we do is, we put in tools that enable people to work together more easily. We always say, "Tools last, culture first," but tools have actually helped us to build some of these collaborative bridges across teams because we have teams all over the world. When I was applying for this job a few years ago, the person who was considering me for the role said, "Well, I'm willing to give you a try, but you have two strikes against you that you have to know. One is you are not an engineer and you're going into an engineering leadership role. Two is that it's a boy's club, and you are not a member of the boy's club, so you're going to have to break in." That was laid out on the table for me, and it's very clear. Yet, you know this whole #MeToo movement; this has just been so powerful, and I can't say that I've had this #MeToo moment that has been so horrible in my life as a woman in tech. However, it has been a journey because I just feel like we, as women in tech and in leadership roles, have to fight that much harder to be heard and to have a voice at the table. That's been sort of the challenge in my journey. I know sometimes sitting in a room with 20 men and me and just literally having my voice heard and not being spoken over, that's been an interesting journey for me. I'm incredibly passionate about it because I feel like we barely made progress. In some of the studies, you see that the numbers of women in tech are going down and the diversity numbers are terrible. I feel like a big part of my job, although it's not in my job description, is championing women, minorities, and diversity of thought and education. In fact, I just gave a keynote for the Society of Women Engineers at UC Berkeley. My topic was about how you need to have a really broad liberal education in addition to your STEM education because I think it's actually really dangerous today how there's this sort of micro-focus on everything has to be STEM, and you're not getting that broad education. How that translates into the engineering world--I see this every day--is engineers get up, they try to make a pitch for what they're doing, they go straight into the details, and they never see the big picture. I always ask the question of why. What's the context? Why are we doing something? I truly feel that comes from having that sort of liberal education. You just have to write these papers that explain things from a big picture perspective instead of just the narrow, technical focus. I am passionate about a lot of these topics, and I'm glad we're talking about them, finally.
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Digital Transformation in a Medical Non Profit
Digital Transformation in a Medical Non Profit Every organization – businesses and non-profits alike – must learn to do more with fewer resources. Today’s business climate makes understanding the customer, and creating the right experience for them, a top priority. CURE International operates in many countries and focuses on treating orthopedic and neurological conditions in children. To better fulfill its mission, CURE realized it needed to get smarter about growing its infrastructure and improving the user experience for both patients and donors. Hear how CURE International uses a sophisticated level of digital experience to engage donors, encourage contributions, and improve health care delivery to the children who are its patients. Learn how tracking and aggregating user data on CURE’s website contributes to a better digital experience. For more information, see https://www.cxotalk.com/video/digital-transformation-medical-non-profit ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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Workday CTO Stan Swete discusses simplicity in software design
CXO-Talk brings you live conversations on leadership, innovation, and transformation with people shaping the future. Your hosts are Michael Krigsman and Vala Afshar. Learn more at http://cxo-talk.com ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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Workday HCM, Financials, and Analytics in the Cloud: A Software Industry Analyst Perspective
Workday is one of the leading software-as-a-service (SaaS) cloud computing companies in the world. In this video, three respected industry analysts examine Workday, its products such as HCM and Financials, and competitive position in the market. Learn from three top industry analysts as they examine this important enterprise software company. Brian Sommer founded Vital Analysis in 2007 based on the success of his TechVentive, Inc. launch several years earlier. Brian closely follows what C-level executives think, feel and need. Jason Averbook is a leading analyst, thought leader, consultant and keynote speaker in the area of human resources, the future of work and the impact technology has on that future. He is the CEO of LeapGen. Bill Kutik is one of the top four influencers in the HR technology marketplace. In 2015, he started Firing Line with Bill Kutik®, a new independent broadcast-quality video interview program about HR technology. Michael Krigsman is an industry analyst and host of CXOTALK. Everyone in HR, financial management, and IT pros, such as the CIO, should watch this video. Learn more about Workday at https://www.workday.com ---------------------- From the transcript: Ok. So, Workday. Let’s begin with an overview: why is Workday important in the market? Jason Averbook: Workday was the first SaaS company that actually designed their solution. Once again, like I said, for the worker not thinking about the HR department and the finance department first. ... What Workday did is Workday actually reimagined those processes, put them online with the worker being the center of it, and then having HR and finance be there to consume that data and to use that data in a way that drives business decisions. Jason Averbook: We have to think about the experience; the experience of the worker at the core, and I think that’s just a different design principle that was from day one at Workday. Michael Krigsman: So, you were talking about placing the customer at the center of the world, and I’m really interested in the corporate cultural dimensions of that. Why didn’t earlier software companies take that step? Bill Kutik: Workday truly does have a unique culture, similar to the PeopleSoft culture, which Dave will say, puts employees first. Every other company will talk about how they put customers first. Workday says “Employees first, because if employees are happy, they will make our customers happy.” And the fact is, at the last rising, Aneel Bhusri announced that they got a 98% customer satisfaction rating from some outside agency… They got a 98% customer sat., and I would challenge any software company in the world to meet that! Brian Sommer: Customer satisfaction, or net promoter scores and the ERP space are notoriously terrible. And they’re terrible because either the products were a whole lot more expensive and more difficult to implement than anybody actually believed coming in, or more importantly, the vendors have such a notorious culture going for after their own customers doing what an attorney friend of mine calls “shale fracking,” they try to go in there and break up the wallet of the customer and get every little drop of money they can out of them. The fact that people get a lot of good, new functionality quite frequently and that the vendor is maintaining that version of the code for them, instead of their IT department, you’ve got customers that are happy because they don't have to wait on their own internal CIO and IT to implement this backed up technical data. So it’s great! Michael Krigsman: Workday emphasizes its platform. It’s not the only software company to do that, but it really presents the platform in a central way. So, what is the importance of platform analytics? Brian Sommer: I’ll weigh in on this. On the platform: theirs is an interesting one, in that it predominantly uses a number of open-source technologies, which gives them an incredible cost advantage over competitors. They can scale and add customer, after customer, after customer and they owe no additional fees to some third-party systems software company. So that’s a good thing. Number two is the platform only really has to support one technology stack and one set of code. … many of their competitors have multiple different product lines that they’re supporting. In some cases, one vendor has promised to support old applications on the old platforms in perpetuity. That just adds cost to the vendor. Cost, you’ll have to get eventually passed down to the consumer or the customer, or whatever you want to call the vendor. They don’t have that. They’ve got one stack, one set of technologies. And the architecture of this stuff, to run predominantly in memory. So now, they’ve run all these additional extensions so that the product line can support other types of data, not just structured, heavy order kind of database transaction and information.
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Digital Transformation and Mobile Salesforce with Tact.ai and General Electric
After 125 years as an industrial company, General Electric is transforming into a digital industrial. Cate Gutowski, Vice President-Commercial & digitalTHREAD at GE Digital, tells CXOTalk about digital transformation for global salesforce and how working with Tact.ai on the GE Digital Assistant has enabled sellers to use IT to think, act, and work in a digital way. Read the complete transcript: https://www.cxotalk.com/video/digital-transformation-ge-global-salesforce-it “What we’ve loved about the GE Digital Assistant product that we built together is that it enables a seller to capture, either through text or through voice, what we call the golden five minutes after a sales meeting. What we find is that we’re getting more data entered into the CRM system,” Gutowski says. “That excites us because, as we get more data entered into the system, we’re also seeing better data quality. Once you get better data quality, you can start to share that with your supply chain function, your product management function, and your marketing function, all these functions in the company that want to help sellers win, but they just quite honestly don’t have good enough data.” Gutowski leads GE’s effort to transform how global sales force utilizes technology to drive customer success across all GE businesses. In this role, she guides teams that are innovating new technologies in artificial intelligence, machine learning and predictive analytics to drive productivity, and enhance the customer experience. She also leads GE’s global leadership through storytelling initiative, “If You Can See It, You Can Be It.”
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Digital Transformation at MicroStrategy: IT and the New Services Economy
Farnaz Bengali, VP of Enterprise Applications at MicroStrategy, speaks with CXOTalk about digital transformation and the new services economy. The enterprise software company uses FinancialForce to manage IT, treating clients and internal projects alike as customers for the business intelligence tool. See more at: https://www.cxotalk.com/video/digital-transformation-microstrategy-it-business-intelligence “Just like if you were to hold a product conference like the one we’re at right now, you would bring sales and marketing into the table. You’d try to think about what customers you want there, who you’re marketing to, all those kinds of things,” Bengali explains. “I’m also trying to bring IT to that table; the internal IT department. You may be looking at three different venues. We can help you understand which of your venues are going to accommodate the people that you need from a wireless and infrastructure perspective. We can also think through what kind of support you need at the conference so we can bring that expertise to the table, and focus the decision to be better because now, you’ve got more facts.” From the transcript: (02:01) At this conference, there has been a lot of talk about the new services economy, and it sounds like you are applying this concept directly to your work inside IT. Farnaz Bengali: (02:11) I’m trying to make IT a services organization. They have customers. Their customers are corporate and around the organization, but we should treat them as if they were external paying customers. Michael Krigsman: (02:21) And, you actually are using FinancialForce to manage IT as if it’s a professional services organization, in fact. Farnaz Bengali: (02:26) Yes. We primarily implemented the PSA tool to manage our consulting arm, because we do external services out to our clients and customers. But, I’m actually also using the tool to manage my internal projects. (02:56) What are the challenges involved in rethinking IT from this service perspective? Farnaz Bengali: (03:13) Making them understand the value and the proposition we bring to the table. I've done that by ensuring that not only do I have the right IT people in the organization, but I've also hired-in a marketing person, somebody who's got a finance hat on, somebody who's got an accounting hat on, a sales hat; in the past, so that we're bringing that expertise to the table from a decision-making perspective.
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High Performance Engineering Management
High Performance Engineering Management Given the scarcity of digital business talent, companies must find different ways to attractive top employees and lower turnover. In Silicon Valley, typical tools such as bonuses, high salaries, and perquisites might not be enough, because there’s always a company that can outbid you for new talent or entice away your best employees. To address these challenges, New Relic has changed how it structures and manages teams to gain buy-in and engagement from all team members. Just as increasing the level of engagement between a buyer and brand creates customer loyalty, increasing engagement between an employee and a company can foster employee loyalty. Mikey Butler, Senior Vice President of Engineering at New Relic, explains how New Relic changed how it defines projects to emphasize product and business goals and form teams around project charters. The engineering group uses New Relic products to measure the results. For more information, see https://www.cxotalk.com/video/high-performance-engineering-management ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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#225 Cognitive Computing, IBM Watson, and Digital Transformation
Digital transformation involves not just organizational change but platforms, ecosystems, and technologies that enable organizations to use data in new ways. This video explains the link between cognitive computing (IBM Watson) and digital transformation. Shanker Ramamurthy is Global Managing Partner for Business Analytics and Strategy at IBM Global Business Services (GBS). Anurag Harsh is an entrepreneur, a company executive at Ziff-Davis, a digital and management guru, a blogger, published author of several books. Michael Krigsman is an industry analyst and host of CXOTALK. For more information, see: https://www.cxotalk.com/episode/cognitive-computing-digital-transformation ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------ From the transcript: (03:37) We are at that stage in the evolution of computing capability where machines are able to understand, reason, learn and interact with us. And, the way they're able to do that is quite different to traditional ways of interaction. So, historically, you had to train a computer using programming. So, you program a computer using a series of [...] rules, and those rules would create a small amount of data, and the data would become the system of truth. (04:13) Now, we live in a world where there’s virtually a finite amount of data, and computers are at that stage in their evolution where they can actually be trained to look at the data and then discern patterns and understand insights. And it’s not just structured data. We’re talking about textual data, video, voice, and other kinds of sound; all sorts of interesting information. And, if you can apply machine learning to that information, then you move to a paradigm where data creates rules as opposed to computer programs creating data. And, when you are on that type of model, fundamentally new applications and fundamentally new ways of doing business emerge from that capability. (06:59) Also, cognitive computing is here. So, machine learning is not tomorrow's technology, it's today's technology. And, interestingly, with every new type of technology, it takes society a couple of decades to actually figure out how to completely take advantage of that capability. And, we are at that point where cognitive computing is here, it’s being implemented by the early adopters really broadly and very widely. Anurag talked about, for example, the health care industry where cognitive is being applied. For example, IBM has been working with Memorial Sloan-Kettering and it’s got a whole bunch of its own data. And together, IBM, along with some of the smartest brains in the world, are looking at how to solve oncology. (07:46) And, this is about … Cognitive technology is all about augmenting human intelligence. It's not … You know, there was a book written by a couple of MIT professors which was titled "Race Against the Machine." We think of cognitive computing as "race with the machine." How do you this […] of computing capability and human capability to solve some of the most complex problems that we are dealing with in society and in business? Anurag Harsh: (08:44) Now think about how profound that statement is. It’s man and machine, which is all … really what it’s about. It’s IBM’s philosophy. It’s not man or machine. And, you know, Shanker was talking about data. I mean, data is at the core of this, right? I mean, we all know about big data, and now Elon Musk is obviously talking about connecting the human brain to a computer. And a lot of people think it's about … Cognitive computing and machine learning and AI are about trying to figure out how the human brain works and replicating that. It's not. That’s not what it’s about. You know, we only use a certain percentage of our brain. And so, the idea is to be able to figure out and taxonomize, and make sense of all the data that’s on the internet. (09:32) Now here' the thing: the majority of the data. Right now, 80%; in the next three years could be close to 90%; of all data that's out there is on the dark web. It's deep web. It's not accessible. It's inside firewalls, it's, you know, everything that people are talking about within your email networks, and it's where the government operates, where academia operates; it's inaccessible. And, to be able to get a hold of that data, to be able to, in a manner, to then make sense of it, and understand, and use that data to inform a supercomputer like Watson to then learn from it; and every single iteration it gets better, and better, and better; that's what this is about, right? It's a new Moore's Law that is going to be written in the next several years. And so, I think that it’s about changing outcomes, you know? That’s what this whole thing is about.
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Digital Transformation with Aaron Levie, CEO, Box (CXOTalk #278)
Aaron Levie, CEO and “Chief Magician” at Box, tells CXOTalk about digital transformation in cloud computing and the impact of technology on the enterprise. What do customers want? And how does the public company maintain its pace of innovation from its startup days? For more information and a complete transcript, see: https://www.cxotalk.com/episode/digital-transformation-aaron-levie-ceo-box Levie is chief executive officer, co-founder, and chairman at Box, which he launched in 2005 with CFO and co-founder Dylan Smith as a file-sharing and cloud content management service. He is the visionary behind the Box product and platform strategy, incorporating the best of secure content collaboration with an intuitive user experience suited to the way people work today.
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GDPR, Online Privacy, and Customer Experience with Alicia Tillman, CMO, SAP (CXOTalk)
What is GDPR and how does it affect the customer experience? Alicia Tillman, chief marketing officer of SAP, tells CXOTalk about how general data protection regulation protects customers’ data with more transparency and trust, while changing the way businesses and CMOs operate. For more information and the complete transcript, see: https://www.cxotalk.com/video/gdpr-customer-experience “If somebody selects us as a partner to deliver any product or a service, they expect that, as part of that relationship, we’re also educating and working with them to help them understand different dynamics that are going to affect our relationship,” she explains. “This certainly will because this is something that is new and emerging and is, in fact, going to affect the way that we operate. And so, we live in a world today that’s very transaction oriented, and what becomes lost when that is the method in which you operate with customers is you lose this well-rounded relationship that customers expect when they partner with a person or an organization. Part of that is information sharing, helping to guide them through ups and downs or things like GDPR that are going to have an effect. That’s when the notion of trust comes in.” Tillman is the chief marketing officer of SAP, where she’s responsible for creating and accelerating the company’s marketing strategy and brand recognition across the globe. She is focused on driving the company vision of helping the world run better and improve people’s lives by building marketing programs and thought leadership to promote our exceptional product innovation and purpose-driven initiatives. She previously worked at American Express, where she created the first ever business travel industry forum in China and created the first customer loyalty product in the industry that used gamification mechanics.
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Marketing Technology: The MarTech Landscape of Tools and Software (CXOTalk #249)
What is marketing technology and how is it changing? Scott Brinker, co-founder, president and CTO of ion interactive, tells Michael Krigsman of CXOTalk about the changing landscape of post-click marketing and conversion optimization. Brinker, one of the most influential voices in marketing technology, shares how greater personalization and artificial intelligence are increasingly important as marketing tech incorporates AI. For more information, see https://www.cxotalk.com/episode/marketing-technology-landscape At ion, Brinker leads product development and technology operations for the company, whose software has been adopted by organizations worldwide like American Greetings, DHL, eMusic, Inuit and Juniper Networks. He also writes about marketing technology management on his blog at chiefmartec.com; frequently speaks at industry events such as SES, SMX, Pubcon and Search Insider Summit; writes a regular column for Search Engine Land; and is co-author of the book “Honest Seduction: How Post-Click Marketing Turns Landing Pages Into Game Changers.” He is also the host and producer ot the influential Marketing Technology Conference. From the transcript: Michael Krigsman: (05:09) No, she’s really good. Okay! So, this marketing technology landscape, first off, what do you… What do you define as “marketing technology?” Is that kind of a dumb question? Or, is that a reasonable question? Scott Brinker: (05:25) Well, yes and no. Alright, so on one level, yeah, what is marketing technology? Well, we know that the simple definition would be the technology used for marketing. But, it turns out, actually, where things get interesting is when you ask, "Well, what do you mean by ‘marketing' and what do you mean by ‘technology'" because let's just take the marketing one for the moment. I mean, one of the things that are happening here in the marketing profession and the marketing industry is just this incredible scope explosion, right? I mean, marketing used to largely, once upon a time, be almost synonymous with advertising. You know, PR and the folks who put together the brochures, you know? And marketing still has all those responsibilities as well, too. But, right in this digital environment, we've added all these new things associated with the website, you know, mobile experiences; how does customer experience live from the very beginning of a prospects-first touch point all the way to, you know, ongoing customer success loyalty programs? You know, the whole social sphere; how does that fit into that? How are we managing social relationships? Influencers, right, to Shelly… (06:37) I mean, […] how companies go out and manage the different people in their environment, too. They develop those relationships with the help of the social space. I mean, I can go on and on, but the scope explosion in marketing is one of the reasons there’s been an explosion of marketing technologies. So, if you look across that landscape, there are just so many different kinds of activities and opportunities that marketers have in the digital world that, yeah, the explosion of tools is simply a reaction to that to help marketers deal with all of these new touchpoints. -- (16:03) You know, a lot of these marketing and technology leadership positions do require a nontrivial amount of technical death, right? There is some actual architecture happening here, right? We have to think through things like SLAs. Even if the marketing is running the technology team under their organization, you know, this cannot be a rote group, right? It has to be interfacing with corporate IT. There were considerable issues here around just governance. So, you know, having folks who understand that is really, really important. (16:35) I think that the one caveat I’d add to this is while I think that marketing technologists need to have some pretty good technical chops, whether they came originally from a marketing background or software background, but you know, today, they need to have somehow acquired those technical chops. I don’t think that everyone in marketing needs those kinds of technical chops. The analogy often used is like with graphic design, right? Marketing uses graphic design and there are amazing graphic designers! Hopefully, your marketing team has access to one you want to leverage. (17:12) And so, marketing as a whole needs to understand that graphic design is an important part of what we do; we need to know who we’re going to turn to for that resource. The rest of the organization needs to be able to leverage it but not every marketer needs to be a brilliant graphic designer. It’s kind of the same thing with marketing technology. Every marketer needs to be comfortable with this technology being a part of their toolset, you know, and really focus on how do they use those tools to deliver compelling marketing. But, they don’t need to be technologists themselves.
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Artificial Intelligence: Building the Business Case for AI (CXOTalk #246)
Artificial intelligence can make companies dramatically more efficient, but investing in the technology can come with risks and complications. Tiger Tyagarajan, CEO of Genpact, tells Michael Krigsman of CXOTalk about the best strategies for buying AI to improve your business. For more see: https://www.cxotalk.com/episode/ai-invest-in-artificial-intelligence Tyagarajan says companies interested in AI sometimes adopt disparate solutions that aren’t properly connected across the entire organization. Genpact has launched Genpact Gora, which integrates automation, analytics, and AI engines into a single platform to tackle operational business challenges from beginning to end. Genpact Cora is already helping a pharma company refine drug safety, and assisting a financial services institution in cutting costs 75% from dealing with regulatory compliance issues. As CEO of Genpact, Tiger has overseen the company’s transformation from a division of GE in India into a leading global professional services firm with $2.46 billion revenue. Based in New York, Tiger frequently writes and speaks about artificial intelligence, global talent issues, continuous skill development, and the importance of building a strong corporate culture. He is also passionate about diversity and is a member of the WSJ CEO Council. Genpact is a global leader in consulting for digitally-powered business process management and services. For two decades, first as a General Electric division and later as an independent company, has been servicing hundreds of strategic clients, including approximately one-fifth of the Fortune Global 500. Today, Genpact employs over 75,000 people in 25 countries, with key offices in New York City. Michael Krigsman is an industry and host of CXOTalk. From the transcript: AI is just one of the many new digital technologies that are becoming more and more leverageable in the world we are in. That is changing the way work gets done. That is changing the way decisions get taken in the industry. So, every client wants to talk about it. We talk about it. We bring it in. But, the way to describe AI in that digital transformation journey is at the edge of that journey. It's at the pinnacle of that journey. It's at the edge where most value will potentially get created in the future in that journey. And also, to think about it, not just as AI, but a set of tools and technologies, one of them being AI, and probably the most valuable but really, most valuable when it's strung together. But, there’s then the second thing underneath that. When an enterprise thinks about leveraging AI, if they think about it on day one, as I want to leverage AI across my business, in its entirety, I think people run into one problem, which is it’s just too much of an ocean to boil. And, it’s too much of a problem to try and grapple with and solve. And, AI… That’s not necessarily the most effective, efficient way of bringing AI to bear onto a problem. Where we have found the most success in most client situations, is when a client says, “I want to bring AI in. I want to start leveraging AI,” my biggest problem that I want to attack and solve for, let’s say, is managing receivables in my enterprise. It’s managing working capital. And within that, I actually struggle often with the way we send our bills out, the way we actually then work with our clients to make sure they pay on time, and all the administrative aspects of doing all of that. (06:16) And, I wish I could solve that because I really want to drive customer satisfaction much higher than it is today. I want to obviously bring my working capital down. I don’t want to use labor to do this because it’s too painful, and therefore I want to use a machine. And, I want to get better, and better, and cleverer at doing this. And by the way, in all of that, I want to win in the marketplace. So, it’s actually a lot about competitive advantage. It’s about outcomes, customer satisfaction, growth, and working capital in this example and more cash. (06:44) And, when the AI gets brought in to bear on a specific problem, we see the best answers emerge. When AI is coming into the company and it attempts to solve the whole company and, "Let's deal with AI in the company," it's a much, much different journey and often, people get disappointed. (08:41) So, the question could be the board, and the CEO, and the CXO team saying, “We want to use AI in the company. Let’s just bring AI into the company.” Well, after some time, they realized actually the better way to approach it is artificial narrow intelligence, ANI, which is when we narrow down the problem to the most valuable one we can solve, and really attack it with AI. And, that’s often called “artificial narrow intelligence.” We find those to be highly successful.
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Steve Blank: Ambidextrous organizations
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CIO Leadership: Two Female Role Models with Kim Stevenson and Andi Karaboutis
In part one of my conversation with Kim Stevenson and Adriana Karaboutis, we discussed the challenges and opportunities facing women in technology This second post offers advice from Andi and Kim on how CIOs can add greatest value to their organizations. Both women have years of CIO experience; Kim was CIO at Intel and Andi worked in that role at Dell. Having been in the role and then left to take on business positions, they are each highly qualified to offer advice to CIOs. For more information, go to https://www.cxotalk.com/women-tech-cio-connection ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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Data Science and AI in Pharma and Healthcare (CXOTalk #275)
Data, artificial intelligence and machine learning are having a profound influence on healthcare, drug discovery, and personalized medicine. On this episode, CXOTalk host, Michael Krigsman, talks with two data experts innovating in healthcare with data. For more information and complete transcript, see https://www.cxotalk.com/episode/healthcare-innovation-data-ai Milind Kamkolkar is the CDO of Sanofi, a company focused on empowering lives through human health. Milind’s focus is driving and transforming Sanofi from a data generation organization to an insights generating organization where data is a monetizable asset class on par with product and shareholder value. ​Hicham Oudghiri is Co-founder and CEO of Enigma. Previously, he managed the private sustainable finance program at BMCE Bank, in partnership with the World Bank Group, to create energy models for large-scale alternative energy projects across Africa. Prior to that, he supported an energy fund in Dallas, Texas where he was responsible for hedging physical energy assets against modeled counterparts in the electronic markets.
Просмотров: 5714 CXOTALK
Artificial Intelligence (AI) Ethics: Law, Governance and Public Policy
Artificial intelligence is fraught with legal, ethical, and public policy challenges. This episode brings two esteemed experts to discuss these issues and present guidance for both commercial companies and the public sector. Dr. David A. Bray is CIO of Federal Communications Commission. He began work in public service at age 15, later serving in the private sector before returning as IT Chief for the CDC’s Bioterrorism Preparedness and Response Program during 9/11; volunteering to deploy to Afghanistan to “think differently” on military and humanitarian issues; and serving as a Senior Executive advocating for increased information interoperability, cybersecurity, and civil liberty protections. He serves as a Visiting Executive In-Residence at Harvard University, a member of the Council on Foreign Relations, and a Visiting Associate at the University of Oxford. Kay Firth-Butterfield is a Barrister and part-time Judge and has worked as a mediator, arbitrator, business owner and professor in the United Kingdom. In the United States, she is Chief Officer, and member, of the Lucid.ai Ethics Advisory Panel (EAP) and an adjunct Professor of Law. Kay is a humanitarian with a strong sense of social justice and has advanced degrees in Law and International Relations. Kay co-founded the Consortium for Law and Policy of Artificial Intelligence and Robotics at the University of Texas and taught its first course: Artificial Intelligence and Emerging Technologies: Law and Policy. She is Vice Chair of the IEEE Industry Connections Committee “Global Initiative for Ethical Considerations in the Design of Autonomous Systems”. For more, see https://www.cxotalk.com/episode/ai-legal-ethical-policy-challenges ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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Digital Transformation and Enterprise Architecture
Even a native digital business may need to undertake a digital transformation if the business model changes or the company shifts to different business goals. For West Corporation, their current digital transformation results from two business model changes: - Moving from a services model to selling products - Changing from a holding company to an operating company These changes forced West Corporation to rethink how core parts of the business function, and the technology needed. Listen to Thomas Squeo, SVP of Digital Transformation, describe the company’s digital transformation. He discusses the spectrum of customers they serve and the importance of customer experience. For more information, see https://www.cxotalk.com/video/digital-transformation-enterprise-architecture ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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Act-On and Waitrainer: Marketing Personalization and Customer Journeys
Waitrainer uses prospect data email to segment and personalize email marketing. The company's CEO, Todd Edman, shares his methods and explains the customer journey in a conversation with Michael Krigsman of CXOTalk. See more at https://www.cxotalk.com/video/act-waitrainer-marketing-personalization-customer-journeys In 2010, Todd Edman launched Waitrainer into the restaurant training space. He has overseen its growth over the last 5 years and helps working restaurants simplify their training. He uses data to personalize the customer journey as a key part of his marketing. Act-On is his primary toolset. Edman explains that Google Analytics and other data are helping market the product to business owners as a solution that they may not realize exists. “When you have content on your website, you can see what people are looking at,” he says. “You [can] see what stuff naturally rises to the top on that. And then, you look at that messaging and say, ‘What was that person looking for? And, is that thing that they were looking for, does that match one of our value propositions? And if it does, how do we direct them to it? How do we match messaging about our products and our marketing solutions, and our value proposition to the thing that they were looking for?’ So then, they go, ‘Oh! Maybe, that’s something that can help us.’” From the transcript: (03:57) What kind of tools are you using to accomplish all of this; to do all of this slicing and dicing and collection, and analysis? Todd Edman: (04:07) We use Google Analytics. We lean really heavily on that. We do a lot of testing with Google Adwords about different search terms and looking at search […]. We use MailChimp a lot to manage kind of our entry-level, brand new, top of the funnel campaigns. But then, to kind of coalesce that data and really chew on it, we use Act-On. And then, Act-On really kind of becomes the hub for all those others and it really allows us to kind of segment lists and see what percentages of lists are digesting what information. (04:42) We use marketing personas of different types of people; people who have been in the restaurant business before, people who are running a multi-location chain, people who have run one restaurant for a really long time, family-owned restaurants; and then we take those personas and create different automated campaigns on Act-On around those personas and then track that activity on the website. Michael Krigsman: (05:07) So, which parts of Act-On are you using the most? Todd Edman: (05:15) Well, so when we think about our marketing and scalability, to me, email and marketing is the ground game, right? It's running the football. If you don't have that down, I think it's really hard to be successful. And so, when you look at any hub for what we do for our data, it's going to be for me, and any company I do; it's going to be email marketing-based. And, Act-On really allows us to kind of spit out those campaigns, those automated campaigns, and then continue to tweak and adjust to messaging and see, "This particular leg of the automation campaign got this much better percentage of opens with that tagline, matching that customer persona." And it allows us to tweak and measure, and continue to adjust and optimize. (06:59) Yeah, and we do A/B testing, too. So, that's really helpful because of time of year; I mean, the last two weeks, right? So, it's July-ish right now; August. But, the last couple of weeks in July are dead in the restaurant business because, after the fourth of July, a lot of restauranteurs take their summer vacations now. And so, when you start looking at data for that, if you're testing a campaign now, we perform wildly differently than when you try it in two weeks. So, A/B testing, I think, is really important to be able to compare apples to apples. Michael Krigsman: (07:31) And, what about the metrics? Do you have specific metrics for success that you’re looking at? Or is it just the results of, “Test A is better than Test B?” Todd Edman: (07:42) Uh, you know, I think of course there are opens, right? And then, there are click-throughs. And then, depending on where they are in the funnel if they're way down-funnel, you want to see those click-throughs. You want those to be high, right? If they're way up the funnel, you want opens, and just some sort of engagement. And so, you now, then you do your A/B testing to see, "Can we improve in the click-throughs on this particular segment? Or, can we improve on engagement in that particular segment," right? And so, you kind of look at that. "Can we take people who've never been on the website before and get them to go there?" And so, it just depends on where they are in the funnel and which automation campaign they're in, and how we work to push them down it.
Просмотров: 8044 CXOTALK
#103: CIO Role, Innovation, and the Modern Data Center: Brian Lillie, CIO, Equinix
CIO's must evolve to meet the needs of more sophisticated business users. In this episode, Brian Lillie, CIO of Equinix, explains how a CIO can play a strategic, customer-facing role in a large technology company. Here is the show outline: BACKGROUND • Tell us briefly about your professional background • Tell us briefly about Equinix? o Who is your target market? DATA CENTERS • Data centers seem like an arcane topic, so we need to learn more about what’s happening there o Why should we care about data centers? o What is the impact and importance of data centers? o What is the data center state of the art? o Where do you see this going? CIO ROLE • What is the appropriate role for a CIO? • You have said the CIO should value by bringing technology to business strategies o What do you mean by the CIO has a “helicopter view” of the enterprise? o How can a single person do this effectively across every business function? • Explain the nuts and bolts of how you work with other parts of the organization? o What are the challenges of working across departmental or functional boundaries? o How do you overcome these challenges? • You are responsible for customer-facing portal products o What precisely is your role here? o Why does the CIO own this? o What were the benefits and challenges of making this happen? • Where does culture fit into all of this? o What is the role of culture? o How can a CIO recognize dysfunctional aspects of the culture? o What are examples of when culture does not work? o How do you change culture? o What are the benefits of doing so? o What are the attributes of an optimal culture inside IT? INNOVATION • What does innovation mean to the CIO and IT? o How can a CIO drive innovation? o What are the challenges? o What do you think of the concept of “two-speed IT” – when part of IT focuses on speeds and feeds and a separate part actually innovates? • What are the most significant challenges you face in delivering innovation rather than being just a supplier of infrastructure? • Do you have formal innovation programs in place? • What are your metrics for success? o (From an innovation perspective, metrics like system uptime are insufficient, for example) • Do you work with startups as an extension of your corporate innovation efforts? ADVICE • What advice do you have for CIOs who want to develop greater innovation capabilities within IT? • Please share practical advice to help innovators who face resistance when introducing change? CXO-Talk brings you live conversations on leadership, innovation, and transformation with people shaping the future. Your hosts are Michael Krigsman and Vala Afshar. Learn more at http://cxo-talk.com ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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#105: Digital Transformation and Retail, Shashank Saxena, Director of Digital and eCommerce, Kroger
Digital transformation is one of the most important topics facing retail today. Our guest, Shashank Saxena is the Director of Digital and e-commerce technology at Kroger, one of the world's largest retail organizations. Join us for a dive into the retail, digital, analytics, user experience, and business models. Shashank Saxena is the Director of Digital and e-commerce technology at Kroger Co. As part of this role he manages the Web, Mobile, Tablet, e-commerce and shared service app development teams. Shashank is currently working on his second Digital transformation for a Fortune 25 company. Prior to joining Kroger Co. Shashank was at Citigroup where he lead the Strategy and Planning function for the Global Mobile Banking line of business. Prior to that, Shashank was part of the Project Management Office (PMO) at Citi where he successfully lead multiple Internet and Mobile programs. He was responsible for managing the Mobile Check Deposit, Google Wallet, Mobile P2P payments, LATAM Mobile banking and multiple other programs for Citibank. He was one of the founding members of the Global Mobile Center of Excellence (CoE) at Citi. Prior to this stint with Citi, Shashank worked at Uptown Consortium, Dell computers and Target Corp. He has an MBA in Finance and an MS in Information Systems from the University of Cincinnati along with a BS in Computer Science. Shashank is also an adjunct faculty member at the University of Cincinnati, Lindner College of Business where he teaches Digital and emerging channels marketing. He is also a mentor at The Brandery and Kroger’s liaison to Cintrifuse (fund of funds). CXO-Talk brings you live conversations on leadership, innovation, and transformation with people shaping the future. Your hosts are Michael Krigsman and Vala Afshar. Learn more at http://cxo-talk.com ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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#226 Financial Services in the Cloud: Chief Information Officer CIO, Mary Cecola, Antares Capital
Financial services has lagged other industries in moving to the cloud. As cloud computing gains greater acceptance, financial services organizations are adopting cloud in greater numbers. In this episode, we talk with one CIO who has adopted a cloud-first approach to computing and IT. Mary Cecola, the Chief Information Officer of Antares Capital, explains her approach to cloud computing in financial services. Michael Krigsman is an industry analyst and host of CXOTALK. We are grateful to Avanade, the largest professional services firm supporting the Microsoft platform, for underwriting this episode. For more information: https://www.cxotalk.com/episode/cio-report-cloud-first-financial-services ------------------ Check out all the CXOTALK site: https://cxotalk.com ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------ From the transcript: Michael Krigsman: (05:21) You say that cloud is not just infrastructure, and would you please elaborate on that? Mary Cecola: (05:28) Yeah. You know, as we started moving more and more things into the cloud, we did choose Azure heavily because we wanted to be extremely mobile. The Antares deal teams and the employees here are mobile. They’re fast. They’re dedicated. They can move through and close a deal in 6-8 weeks. So, we wanted to really give [them] mobile technology. So, we are committed to the Microsoft Suite here, front to back with Skype, and everything else to give them that on the road. We also then decided to do virtual desktops in the cloud, and we have our virtual desktops leveraging Citrix in the Azure cloud. (06:06) We chose to use OneDrive instead of a local drive and share drive. Instead of share drives, we use SharePoint so they really have all the tools at their fingertips wherever they are. As we kept moving, it almost became a challenge. We moved our first things into the cloud. We still talked about having a datacenter and having some things, but it almost became a challenge: “How much more could we put there?” And, I will say now that we are fully in the cloud, 100%. We have our desktops, we have all of our servers, domain controllers are out in the Azure cloud. And one thing you find is it changes your business model with your business. Michael Krigsman: (09:41) What's that like to be CIO in this kind of very, very different environment? Mary Cecola: (10:04) Yeah, it’s really exciting. I mean, 1) Antares is an exciting place to work for. One of the guys I hired recently said, “I love this place because you can really get things done!” So, 1) We have an environment where we're moving quickly. We have a team that's really committed to being technology innovators. But, also, one reason I'm so committed to being technology-forward and making sure we didn't repeat the sins of the past is when you're in a really large organization, just keeping your desktops up to date, staying in the most current version of Office can be so difficult! And, the way that we’ve done this with 365, we’re on the latest version all the time. We receive the updates. We don’t have those kinds of problems. Michael Krigsman: (11:03) So, of course, I have to ask: What are some of the challenges that you discovered as you were making this, I was going to say, “cloud-centric, cloud-first migration.” But it wasn’t a migration. It was a construction. Mary Cecola: (11:17) It was. And, our timeline was so small coming out of GE, you know? I'm meeting these… Basically, it [the timeline] was fourteen months when I was hired. By the time staff was in, you had twelve months to really build every layer of your technology and go live. And we did meet our date on that. I think that it was a really interesting challenge, and I think being… You could say it’s “cloud first” but we did build the entire thing in the cloud. (11:48) Some of the challenges we had with that, though, is tools you were familiar with, or maybe companies you were familiar with dealing with, they weren't ready. A lot of people tell you they're prepared to be in the cloud, but you have to dig into that and get under the covers. Some of the tools that we wanted to use, and that were Microsoft tools, weren’t ready yet. So we had very honest conversations with Microsoft. We knew where they were on certain things, but we had to use other tools in the interim. And now, we're migrating over. (12:14) So, I think some of the challenges we’ve had, and you’ll find when you’re in the cloud, is that vendors you might have used before that you were comfortable with, you have to look at them again. Some people you know might not be as open-minded to it. And, you know what? We find a lot of fun and interesting problems, but having a team that likes to take those on and says, "No, let's not step back. Let's keep moving forward." That is one of the key things you're going to need to overcome challenges.
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Comcast: Innovation and Digital Transformation CXOTalk #267
How are cable providers evolving to compete with cord-cutting, streaming services and new media? Chris Satchell, Executive Vice President and Chief Product Officer at Comcast Cable, speaks with CXOTalk and guest co-host Brian Solis about digital transformation in the cable TV industry. For more information: https://www.cxotalk.com/episode/comcast-digital-transformation-innovation Chris talks about using agile development for product devopment at Comcast, Xfinity, and the X1 platform. Satchell leads Comcast’s product, design and innovation teams in Philadelphia, Denver and Silicon Valley to develop and design the company’s consumer products used by millions daily. He previously served as Consumer Technology Officer at Nike, and EVP of research and development at IGT (International Game Technology), the world leader in gaming entertainment and casino systems. From the transcript: Chris Satchell: Well, the first thing I'll say is I think we did less continuous delivery 50 years ago than we do now. That seems likely a little bit before my time, but I fully agree with Brian. Brian and I, one of the reasons that we became friends is we see eye-to-eye on so many things about the consumer journey and how you have to enable that. I fully agree. Culture and people are the keys of any technology transformation, I mean any transformation, but especially technology transformations. One of the things I always think about, and I talk to people about this, is in my whole career I've only actually ever seen two projects go off the rails because of sheer technology, and your technology is just too hard to overcome. I mean it's just limitations at that point in history where you just couldn't get past it. Every other issue has been about people, and so, for me, technology is inherently a people issue. That's how we approach it. You have to get the culture right. You have to get the context right. You have to get the team right. You have to get direction right. Then you can drive change and accelerate it. You have to get the right platform. As we talk about enabling change, enabling innovation, it's fine to have great intentions. But, all your platforms, systems, the connectivity between them, and the tools you have to get ideas into those platforms, if they aren't in place and if they aren't designed around velocity, you're not going to be as fast as you need to be in this world. Although you have to have everything else, what I say about it is that a great team will overcome anything. If you can take a great team, give them the context including the tools to do great work, they will accelerate, and they will outstrip anything you thought they might be able to do. I'll tell you that, in many cases, I found that change agents have found that not only does ROI stand for return on investment; it also stands for return on ignorance. What happens if we don't do this? Brian Solis: What is that cost? What can we prove out that shows that these investments will yield this now and over time? It's really trying to change people's perspectives and mindsets of what return actually looks like. It opens their mind because, in many cases, executives don't know what they don't know. I want to believe that Chris is right that people want to do the right thing, that they're not evil in many ways. The reality is that many executives actually just don't live the life the way or live the company the way that their customers and employees do. I used to call this the Undercover Boss moment, if you ever watch that show, which [laughter] I love because it's always inspiring, but it has the same ending every episode. That is, when you put an executive in the shoes of an employee or a customer, they can't help but feel the empathy of what someone else has to go through on a day-to-day basis. It opens their eyes to see what's possible. We have right now such a distinct difference between how customers are evolving and employees are evolving and how executives are going day-to-day in terms of what they're reporting and what they're driving. Someone has to bridge that gap. Part of what Chris was referring to in terms of speaking the language or the common language, or what I call speaking the language of the C-suite, is that you have to put those numbers together. You have to be many things. I say in this research report on The Change Agent's Manifesto is that you have to be not just a politician, but also a lawyer and also a data storyteller in that you have to bring all of these different things together that show what someone needs to hear and how they need to hear it tied together with numbers, tied together with evidence, tied together with possible outcomes and potential outcomes so that everybody involved can believe in your work.
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Digital Transformation: Energy Technology, IoT, and IT (CXOTalk)
How is digital transformation affecting the energy industry? Hervé Coureil, the chief digital officer at Schneider Electric, tells CXOTalk how the global company makes energy safe, efficient and sustainable for customers using IT, AI and digital services. For more information see https://www.cxotalk.com/video/digital-transformation-energy-technology-it “Our customers… are either in buildings, industries, infrastructures, [or] data centers. Energy is a big deal for them. Their digital transformation encompasses improving their efficiency, improving how they consume energy, improving how they hone their processes. A big deal of what we do is in helping our customers transforming digitally,” Coureil says. “To do it efficiently, you need to consume information. You need to be real time. Suddenly, digital is everywhere. It’s really at the heart of the value we want to provide our customers.” Coureil has worked at Schneider Electric, an energy management firm, for more than 20 years. Thank you to IPsoft for making this video possible.
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BroadSoft Connections 2017: Key Themes (Taher Behbehani, Chief Digital & Marketing Officer)
BroadSoft is a premier company in the unified communications market, with contact center and collaboration solutions. At its recent customer event, the company announced that it had entered into an agreement to be acquired by Cisco for approximately $2 billion. In this video conversation with CXOTalk’s Michael Krigsman, BroadSoft’s Chief Digital & Marketing Officer, Taher Behbehani, summarizes key themes and explains why user experience and customer experience are so important. For more information: https://www.cxotalk.com/video/broadsoft-connections-2017-summary-key-themes Taher Behbehani is an entrepreneur and investor in firms driving digital disruption. As CDMO at BroadSoft, he is responsible for the company's digital and marketing efforts. From the transcript: Michael Krigsman: Tell us about the key themes at this event! Taher Behbehani: Absolutely! The key theme of the Events Connections 2017, is “Re-think innovation.” We need to really re-think how we innovate, not across just technology, but also our processes. How we take products to market, how much time it takes, how we manage to change the customer experience throughout that process. So, basically the idea is that we have all the technology we need.Let’s actually look at the innovative processes that we have to spend effort and energy on in taking products to the market. Michael Krigsman: So, why is user experience, customer experience, so important today? Taher Behbehani: Well, look, in any industry nowadays, everything around us, customer experience is the key differentiation factor. If you are using an application or device or a system in your work, you need to be looking forward to using it. Otherwise, frankly, you’ll ignore it. And our customers tell us. Our service providers tell us. And we want to make sure we create an experience that’s very close to, or better than, some of the consumer experience you get. Michael Krigsman: So, what are the implications of this, as they’re developing new products and new services? Taher Behbehani: Right. So, our philosophy is open-platform: APIs, SDKs — interfaces that you can connect to the devices, to a platform, then develop applications and services around ti. So, that by default, means that the developers that we have, whether they’re software or ecosystem, they need to also adjust and improve the experience by connecting to our platform, which we call, by the way, BroadSoft Business. And, the third part of it is whatever we do together, whatever we develop together, we need to make sure that the new experiences and the improvements or additions or enhancements — whatever you want to call them — they’re actually driven to market, presented to the marketplace much faster. That the cycles of innovation, the time to market, which is the main message, is actually much shorter for us as well. Michael Krigsman: And this is all being driven by consumer expectations? Taher Behbehani: Well, you know I think what we do is, is we compare ourselves and we benchmark against the best in-class consumer experience. The consumer side now spills over very much into the business side because we are the same people. We just happen to work part of the day. Michael Krigsman: Where does mobility fit?? Taher Behbehani: Massively. Mobility is everything. I mean, I think that, that the discussion that people have usually about “mobile-first” frankly is no longer actually even should be used. It’s a cliché. I mean everybody is mobile. So, there is no mobile-first, -second, or -third. It’s just mobile. We call it unified communications. Michael Krigsman: Now, on the enterprise side, what are some of the technology, as well as the organizational or process challenges and opportunities that they need to think about?? Taher Behbehani: The implications are actually quite severe because we’re being hard on ourselves and somewhat controversial. And that’s because our service-provider partners tell us to do so. We’re telling people, “Listen, this is taking too long.” Relying on existing systems which are very convoluted and require a lot of time to wire and re-wire and take a long time to create, to take our innovation into the marketplace is not acceptable. So, we’re saying, “We gotta change.” We gotta change the OSS, the provisioning, the onboarding, all of the billing systems and somehow make it much more streamline.
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#144: Digital Marketing and Transformation with Robert Tas, CMO, Pegasystems
Digital Marketing and Transformation with Robert Tas, CMO, Pegasystems Digital has transformed marketing in profound ways. This episode explores the changes in marketing and what that means for customer relationships in the enterprise. Robert Tas is Senior Vice President and Chief Marketing Officer (CMO) at Pegasystems, with responsibility for leading the organization’s global marketing efforts, including its brand, advertising, communications, product marketing, industry business lines and global programs teams. He has more than 25 years’ experience in marketing and operations and is a pioneer in the internet digital media industry. Most recently, prior to joining Pega, Robert was Managing Director, Head of Digital Marketing at JP Morgan Chase & Co. (JPMC), where he led the Global Digital Marketing Group, serving the company’s wholesale and consumer business. For more information, see https://www.cxotalk.com/digital-marketing-transformation-robert-tas-cmo-pegasystems ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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Digital Transformation in the Insurance Industry at Swiss Re
The financial services industry is undergoing digital disruption and change. Insurance, as part of that industry, also faces new opportunities and challenges. To explore these issues, I spoke with the CIO for Information at Swiss reinsurance giant, Swiss Re. Rainer Baumann handles the data and tools that experts inside the company use to understand and evaluate a broad range of insurance risks. Unlike traditional insurance, where the company sells policies to individual buyers, reinsurance offers a backstop to other insurance companies. For this reason, the reinsurance business is all about experts gathering and analyzing information on a wide variety of topics. Baumann is creating a digital workplace to bring these experts information on topics ranging from weather to cyber risk to farming in Africa. Because these experts form the core of Swiss Re, issues such as future of work and adopting new processes and technologies are crucially important to the company. See the full ZDNet blog post: http://www.zdnet.com/article/digital-transformation-in-the-insurance-industry/ ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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Steve Blank: What is a Business Model?
We’ve been using the word business model throughout this conversation and it was something that at least for the last 20 years when it first became popular in the 1990’s, academics and consultants said it was important, but it usually took about 200 pages to describe. But in the past five years, Alexander Osterwalder got it down to a single sentence and a one page diagram, and I though his description and diagram is actually brilliant because it helps us understand when we use that phrase what do we mean. So the definition of a business model is how a company, your company creates, delivers, and captures value. But what that translates to is we could draw on a single piece of paper, on the whiteboard something called The Business Model Canvas, and a business model canvas kind of articulates the nine things that are critical for any company strategy that creates, and delivers, and captures value and those nine things are pretty simple. You know, who are the customers, what are their segments, you know get them down to archetypes etc. What’s the value proposition, which is a fancy word for what product and or service are you delivering to those customer segments. What’s the channel? That is what’s the distribution channel to get that value proposition from your company to the customer. What are the customer relationships? In the early stages customer relationships are, how do we get, keep, and grow customers? Later on when we have those customers it’s how do we maintain our relationships with them. What’s the run new model? And run new model is not just pricing, that’s a tactic but is it a subscription, is it a license, is it a direct sale, and so what’s our revenue models, which are strategy and what’s the pricing tactic. What are the activities do we need to be expert at to pull off these value propositions, those things we’re building and delivering. And an activity could be that we need to be experts in supply chain or we need to be world-class manufacturing people, so great semiconductor with technology, or we need to be experts in branding. That is what are the key strengths of the company, and then the next piece is what other resources that we need if those are activities, do we need great engineers, or do we need you know, know how to bend metal or need a whole factory to kind of do that, so what are the resources? And by the way, do we need any partners outside of our company to pull off those activities. Do we need FedEx as a shipping partner, do we have our own planes. Or do we need a overseas factory because we’ve decided to outsource our manufacturing. And then finally what are our costs and this is the classic, what are our fixed costs, what are our variable costs etc. But if you really think about it, we’ve just described what typically used to be a 45 page document in nine boxes, and we actually start with by just writing down on little yellow stickies in a new venture what our hypotheses are, that is what our guesses are on each one of those components. And then we get out of the building and test them. ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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#209: Artificial Intelligence (AI) in Marketing
Marketing technology is undergoing a dramatic transformation as companies seek greater personalization to engage buyers across the customer lifecycle. This episode examines how AI is changing marketing. Our guest are Sameer Patel, CEO, and Andrew Eichenbaum, Lead Data Scientist, at Kahuna software. Sameer joined Kahuna in August, 2016 as CEO and board member. Prior to Kahuna, Sameer was GM/SVP at SAP/SuccessFactors where he led the team that was responsible for making SAP a leading provider of Collaboration and Customer Engagement solutions with 35 million subscribers. Prior to SAP, Sameer worked consulting and systems integrator business. Sameer has a BS in Finance and Economics from Babson College and a Masters in MIS from Boston University. Dr. Andrew Eichenbaum is a leading Data Scientist specializing in artificial intelligence and machine learning. Andrew has been analyzing large scale data sets for over 15 years and leading data-centric projects and teams for more than 8 years. In industry, Andrew has worked with a range of large organization including Orange, Intel, and Intuit. He has also worked in early to mid-stage start-ups including Shopping.com, MyBuys (now Magnetic), and was on the founding team of Yummly. He has particular expertise in creating, leading, and scaling high-performing Data Science and Advanced Analytics teams. He is a sought-after speaker around the topics of Data Science, team dynamics, and performance management. For more information, see https://www.cxotalk.com/artificial-intelligence-marketing ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------ So, Kahuna software is enterprise software, a B2C marketing automation provider. We have built a real-time, digital business, analytics platform that allows brands to be able to understand what the interests and preferences of their consumers literally within seconds, be able to make sense of it, add it to the profile, and put meaningful offers in front of them, be that for a commerce vendor or if you’re a media company and you need to engage your prospects, this is the new way of using artificial intelligence to engage with your consumers on the right device at the right time. It’s in California, we’re a four year old company, we’re privileged to be funded by Sequoia Capital, and SoftTech Ventures, and Tenaya is our lead investor, and a whole bunch of other amazing people supporting us. And, we’re about 60 people, mostly in California, some in New York and the others in Vancouver. Andrew? Michael Krigsman: Hey Andrew, you’re Lead Data Scientist, so what is it that you actually do? What does a Lead Data Scientist do? Andrew Eichenbaum: So, that actually is an interesting question, because when I was looking around at places, I joined at the Kahuna just about a quarter ago. I actually had not looked at marketing places. I had actually done consulting work with large companies; Intel, Intuit; with their marketing groups, and suggested things like recommendations, personalization, and they said, “This is great,” well, everybody had sort of left it at that point. When I was contacted, this was the first company that really thought of marketing as data, and then what can we do with this data? How can it better help us understand people and better mail to them; better send to them; know “when,” “where,” “how,” and pretty much not spam them? So, the data scientist sort of stuck in the middle of making sure the data’s all good, and then being able to figure out all of these things. Michael Krigsman: Fantastic! So, why don’t we kick this off with a discussion of B2B, B2C marketing; your business to consumer marketing? But you’re selling to … Your end customers are consumers, but you’re selling to businesses. \ Sameer Patel: Yeah, I mean our end-customers are consumer brands who engage with you and me as consumers who buy stuff, right? So one of the great things about taking over this business is that it’s very easy to keep yourself honest and know if you’re getting useful stuff, because all of us are consumers often, or any of the recipients of what Kahuna does, right? So, you know and in the B2C of the consumer space, I think in the last four or five years, we’ve seen probably the most tectonic shifts in terms of how you and me as consumers want to engage, and be engaged by brands, right? And, you know, the specific area where Kahuna plays is the area of retention, right? So you might use ad technology and other ways to drive new customer acquisition. Where Kahuna comes in place is how do you get existing customers to engage more to make that first purchase go from first, to second, to third, and really drive loyalty for [...]? So, that is a very specific place where we end up, where the majority of our folks and all of our folks as a company.
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Site Reliability and Digital Business
Site Reliability and Digital Business For digital organizations, an unreliable site is bad news. When your site is down, customers cannot access their data, purchase goods or services, or seek support. At worst, the impact can be catastrophic, but an unreliable site always risks alienating customers and damaging fragile relationships. For Airbnb, the quality of digital customer experience has a direct impact on consumer trust in the company, accommodations presented on the site, and the hosts who list property. Learn how Airbnb has integrated its site reliability team into the core of how the company develops, delivers, and supports its service using the DevOps approach. Through a chain of linked tools and processes, Airbnb and the site reliability team create a consistent digital experience for its customers. For more information, see https://www.cxotalk.com/video/site-reliability-digital-business ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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FinancialForce CEO on Digital Transformation: The New Services Economy in the Cloud
FinancialForce CEO Tod Nielsen tells CXOTalk about digital transformation in the new services economy. More businesses are moving to cloud computing, focusing on speed and curated functions. For more information, see https://www.cxotalk.com/video/financialforce-ceo-digital-transformation-cloud “Services are devouring the galaxy,” Nielsen says. “The economy of how consumers and businesses buy from other businesses is changing completely. The idea of having assets and owning physical goods will go away. There’s going to be a day when people literally won’t own anything.” Nielsen adds that the premise of the “triangle” – people, processes, and technology – has changed as people and processes are as important if not more important than the tech itself. A partnership in the vendor-customer relationship “is no longer just a buzzword. It is an important imperative for successful projects.” From the transcript: Michael Krigsman: (00:34) What is the service economy? Tod Nielsen: (00:36) So, I talked about the evolution our industry has been going through, and how our experience as consumers is changing from buying products to consuming everything as a service. And, we spent some time talking about the op-ed piece that Mark Andreessen wrote in 2011 saying how software was going to eat the world, and how in just six short years, we’ve not evolved into where more and more things are experienced as a service. And so, going forward, I laid out the premise that services are devouring the galaxy. And, the economy of how consumers and businesses buy from other businesses is changing completely. The idea of having assets and owning physical goods is actually going to go away. But, there’s going to be a day when people literally won’t own anything. (01:29) If you look at WhatsApp, that Facebook bought for $19 billion, it was sixteen developers and then, 30 million users. How a company could have sixteen developers and 30 million users and be able to build this incredible service is something that we’re now seeing as reality. And it will be important going forward. Michael Krigsman: (01:53) And this is affecting companies in every industry. You gave the example of Boeing. Tod Nielsen: (01:58) Absolutely! You know, Boeing used to be known for “Hey, we’re going to build jet planes. Let’s go!” And they buy their parts, and they’re jet engines. And they’re finding from their suppliers that they actually are selling to Boeing the engines at cost and they’re making their money on the maintenance and the upkeep and all this stuff. And any classic hardware companies, quote-on-quite like Tesla, and now realizing they’re really a services company, and the hardware is simply a delivery vehicle for them to enhance their services. (03:17) Second, with all the demanding changes, one of the phrases I said this morning was, “Speed is the new currency.” And, you know, businesses are saying “We need more, we need more, we need more,” and when they look to their back office, their back office team is saying, “Sorry. We can’t accommodate. We can’t move that fast.” It’s going to be viewed as slowing growth or preventing future progress. And so, the back-office teams are saying, “What can we do to transform ourselves to respond to the incredible demands that our businesses are giving us?” (03:56) This issue of speed is so important. So, could you maybe elaborate on that dimension as well? Tod Nielsen: (04:01) Sure! So, speed is no longer the point of, "Hey, let's do a project that's going to take three years." So the idea of an SAP implementation that's going to take three years to go, that is so yesteryear. Now, businesses are saying, "What can we do to move fast?" And so, I think what you're finding is companies are saying, "Okay, I'm going to be less picky about the particular customization and I want to have a more curated path of technology that's going to meet my needs, so I can move fast." (04:32) You know, every business I talk to is talking about incredible releases. In fact, in the software industry, it used to be… I grew up with Microsoft. We would do a release every year, or every two years. And then we went to quarterly releases, and that was a dramatic event. And now in the cloud computing, when I was running Heroku when I was at Salesforce, we were doing releases every day. So, there's a certain amount of responsiveness and iteration and “in-the-game” that’s important.
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#170: Culture Change and Digital Transformation with Alex Osterwalder and Dave Gray
#170: Culture Change and Digital Transformation with Alex Osterwalder and Dave Gray Culture change is a key for any digital transformation initiative. The shift from one business to another is often accompanied by a need for people in the organization to adopt new processes, ways of working, and approaches to break down silos and relate differently to customers. Although culture change is critically important to transformation, it is difficult and time-consuming to achieve. In this episode of CXOTALK, we speak with two experts on the intersection of transformation, culture, and business models. Alex Osterwalder is an entrepreneur, speaker and business model innovator. He is co-founder of Strategyzer, a leading SaaS company that helps organizations develop new growth engines, better value propositions und powerful business models via online applications and facilitated online courses. In 2015 Alex won the strategy award by Thinkers50, called the “Oscars of Management Thinking” by the FT, and ranks #15 among the leading business thinkers of the world. In 2013 he won the inaugural Innovation Luminary Award by the European Union. Alex is lead author of Business Model Generation and Value Proposition Design, which sold over a million copies in 37 languages. USA Today named Business Model Generation among the 12 best business books of all times. The German edition was named Management Book of the Year 2011. Fast Company Magazine named it one of the Best Books for Business Owners in 2010. Dave Gray is the founder of XPLANE, a strategic design consultancy, and co-founder of Boardthing, a collaboration platform for distributed teams. He is a leader and manager with a background in design. He has worked with many of the world’s largest companies, as well as mid-sized businesses, startups, executives and individuals. His area of focus is the human side of change and innovation, specifically: How can you get people to adopt new ideas? How can you win their hearts and minds? How can you get people, including yourself, to change deeply embedded habits and behaviors? How can you transform a business strategy from a good idea to a living fact in the real world? Dave Gray is the author of two books on design, change and innovation: Gamestorming: A playbook for innovators, rule-breakers and changemakers; and The Connected Company. As an entrepreneur, a designer and as a leader, he has worked with startups and Fortune 100 companies, in just about every industry you can imagine, to help them use design to bring their strategies to life. In 1993 he founded XPLANE, a business design consultancy which has served more than 50 of the Fortune 500. In 2013 he co-founded Boardthing, a collaboration platform for distributed teams. For more information, see https://www.cxotalk.com/culture-change-digital-transformation-alex-osterwalder-dave-gray ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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Data, AI and Algorithms (CXOTalk #270)
Myths and hype surround many discussions about artificial intelligence, big data, and modern algorithms. For this episode of CXOTalk, host Michael Krigsman, talk with two extraordinary experts who bust the myths and offer straight talk on technology as we head into 2018. Dr. Anthony Scriffignano, Chief Data Scientist at Dun & Bradstreet, and Dr. David Bray, Executive Director at People-Centered Internet, speak with CXOTalk about big data, analytics, artificial intelligence and modern algorithms in 2018 For more information: https://www.cxotalk.com/episode/data-ai-algorithms-new-years-resolutions-2018 Scriffignano has over 35 years of experience in IT, Big-4 management consulting, and international business. Scriffignano leverages deep data expertise and global relationships to position Dun & Bradstreet with strategic customers, partners, and governments. A key thought leader in D&B’s worldwide efforts to discover, curate, and synthesize business information in multiple languages, geographies, and contexts, he has also held leadership positions in D&B’s Technology and Operations organizations and served as the primary inventor on multiple patents and patents pending for D&B. ​Bray, former Chief Information Officer for the FCC, was named one of the top "24 Americans Who Are Changing the World" under 40 by Business Insider in 2016. He was also named a Young Global Leader by the World Economic Forum for 2016-2021. He also accepted a role of Co-Chair for an IEEE Committee focused on Artificial Intelligence, automated systems, and innovative policies globally for 2016-2017 and has been serving as a Visiting Executive In-Residence at Harvard University since 2015 focusing on leadership strategies for our networked world.
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CIO Playbook: Become a Digital CIO
CIOs face upheaval and challenge on numerous fronts. In particular, business leaders outside IT --- marketing, finance, the CEO, and others – expect the CIO to support corporate innovation in ways that fall outside the training of traditional CIOs. This video is part of the CXOTALK series of conversations with innovators. You can see the entire conversation and read a full transcript here: https://www.cxotalk.com/digital-transformation-cio ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
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Lenovo: Data Centers, Infrastructure, and Cloud Computing (#244)
Data centers are the heart of today's data- and cloud computing world. On this episode, we explore data center infrastructure and innovation with a true industry leader who is also a female former CIO. Kim Stevenson is Senior Vice President and General Manager of Data Center Infrastructure at Lenovo. Previously she was the Chief Information Officer at Intel. Michael Krigsman is an industry analyst and host of CXOTALK. For more information, see https://www.cxotalk.com/episode/modern-data-centers From the transcript: Michael Krigsman: (04:46) Kim, when you say that data centers are at an inflection point, can you elaborate on that? Kim Stevenson: (04:51) One is, there’s obviously the cloud, right? And whether you own data centers now, or you choose to run your workload in a public cloud. And if you follow the news in this space, over the last five years, most industry analysts and pundits… I remember reading news articles that said, “Who would want to own a data center? Why would you want to do that? Move everything to the cloud?” And there are indeed a set of workloads that, I think are what I call “classic enterprise workloads,” HR, ERP, CRM, that should be run in the cloud because they are a design once used, many. So, every company needs a customer relationship management. Every company needs HR. So, somebody can design that and many people can use it. And that is the type of workload that should be run from a public cloud so that you get the most innovation possible, there. (05:53) The other type of workload that every business has is a workload that's unique to your company. And, the unique to your company workload is where you create value. When I was at Intel, I would tell you those workloads were engineering and manufacturing because we designed semiconductors and then we manufactured them. And those were the foundational principles of how we got paid, and every company has that. (06:19) So, the shift is you're splitting your workloads. You're sending certain workloads to the cloud and then you've got to run certain workloads on your premise versus thinking everything goes to the cloud. Now, the big underpinning of when you run it on your own premises, and in your own data center, whether you're renting it or owning it is not really the point. What you have to do is to deliver the service in a cloud model because fundamentally, cloud gives you both speed and scale. And the original reason why people needed to go to the public cloud is that they have underutilized assets. I think I'd say 2012-13, in that range, data centers ran at, on average, about 20-25% utilization. No other asset in your business would you buy enough of that asset to only use 25% of it. (07:22) And so, the reason that was happening is that those discreet pieces weren't well integrated. So, you had servers, you had storage, you had network and they were all discreet pieces. And today, the part of the architectural shift that you’re seeing is a great level of integration. So, it used to be data center providers like us would expect our customers to integrate those pieces. And today, we largely deliver those pieces in an integrated fashion. And that takes a great responsibility off of the customer that allows them to take their investment dollars and drive value into those workloads that you ultimately get paid for by your customers. So, those are the sort of things, I believe are foundational behind the shift that we’re seeing. (08:36) Over the last five to seven years, what you’ve seen is more and more technology is purchased outside of the IT organization. And people used to think that was bad. […] We called it “shadow IT,” or “rogue IT,” and we came up with labels that were negative. But the reality is the reason those things happen, the reason a sales team buys licenses of Salesforce is to get some form of efficiency. The reason a marketing team buys a digital marketing platform or a finance team buys an investor relations platform is to make their business of what they do more and more efficient and effective. So, it’s not just an IT organization statement, right? It really is a business statement. I would tell you that today, data centers are the engine of business, right? Whether it’s workloads to acquire new customers and grow the company, or workloads that drive efficiency into the operations of the company. (09:43) But, you can’t run a business today without a great data center operation and, you know, with the same level of asset utilization or reliability that you would expect of any other of your business functions.
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#131: Mass Customization and Digital Enterprise with Robert Keane, CEO, Cimpress / Vistaprint
Few companies have mastered the art of mass customization. Doing so requires sophisticated technology and a deep understanding of digital business. On this episode of CXOTalk, we learn about mass customization fromRobert Keane, CEO, of Cimpress, the parent company of well-known printing brand Vistaprint. Robert founded Vistaprint in 1995 to provide small businesses print tools to market their business. Robert’s vision for Vistaprint emerged from his experience with the development of a retail kiosk design and printing system as well as from his knowledge of the small business desktop publishing software market. In 1994, Cimpress founder Robert Keane wanted to give small business owners access to the same high-quality, custom-printed products that bigger companies (with bigger print budgets) enjoyed. 20 years and over 200 patents later, Robert continues to lead Cimpress, which is now the world leader in mass customization and a remarkable success story that has gone from startup to over $1.5 billion in annual revenues. ------------------ Check out all the CXOTALK episodes: https://cxotalk.com/episodes ------------------ Follow us on Twitter: https://twitter.com/cxotalk ------------------
Просмотров: 5363 CXOTALK