Weekly conversations with top executives and thought leaders at the intersection of business, technology, and innovation. Each episode of Technovation explores the technology trends that are transforming business, and the leaders driving digital change inside their organizations. Produced by Metis Strategy and hosted by firm President Peter High, Technovation is the premier podcast for IT and technology professionals with the largest collection of interviews with elite CIOs, CTOs, and CDOs.
444: Citrx CEO David Henshall lays out his three strategic pillars as CEO. First, David is focused on driving an organizational and strategy shift from product to platform. Second, he is looking to move the company’s products from on-premise to being cloud-first, and third, he is focused on a business model shift to move from perpetual licensing to a subscription model. We also discuss how Citrix’s technology allows the company to be a virtual organization, the challenges of attracting the right employees and retaining them, the partnerships Citrix has developed over the years, among other topics.
443: AES CIO/CDO Sanjeev Addala discusses how AES is applying its digital vision and strategy across the core business, specifically technologies such as strategic data platforms, artificial intelligence, IoT, and robotics. Sanjeev also elaborates on AES’s three strategic dimensions and five specific themes in their plan for digital transformation. Additionally, Sanjeev shares how he developed the framework for growth when he arrived at AES Corp in October of 2018 and how far AES has come since then. We also discuss the importance of cultural transformation, the customer experience, Sanjeev’s experience as a board member, among other topics.
442: Carnival Corporation CIO Greg Sullivan describes how the company works to exceed its guest expectations in every possible way. To surprise and delight customers, the company has rolled out the ocean medallion wearable, a coin-size device that can be sensed by location and transaction sensors throughout the ship. This wearable removes friction by allowing crew members to provide a personalized experience, and it allows guests to pay and unlock doors. We also discuss the benefits of being an internal first customer, Greg’s take on data privacy, data virtualization, blockchain, and edge computing, his background as a CEO, among other topics.
441: The CIOs of Lenovo, Intuit, and Magellan Health have pioneered the shift from a project orientation to product orientation. These CIOs share the challenges they have encountered during their transitions, such as finding project managers with the necessary skills and about managing traditional perceptions of IT through culture changes. They also discuss the limits of product-based IT in specific situations where there are static goals, among other topics.
440: Gene Kim, author of The Phoneix Project and The Unicorn Project elaborates on each of the five ideals the book introduces, which are locality and simplicity, focus, flow, and joy, the improvement of daily work, psychological safety, and customer focus. For each one, he provides his definition, examples of it working and not working, and explains why it is important. We also discuss why the days of taylorism, project management, and people treating others as fungible and replaceable resources is coming to an end, why he writes his books as novels, among other topics.
439: Best-selling author Simon Sinek talks at length about his new book, The Infinite Game, explaining what the difference is between finite and infinite games, and what factors are most key in the latter. Simon warns about the dangers of playing infinite games with a finite mindset, which hurts trust, cooperation, and innovation. Simon also shares that there is no such thing as a natural-born leader, as well as the importance of having empathy in leadership. He also explains how he became obsessed with the idea of “why,” and a variety of other topics.
438: Lowe's CIO Seemantini Godbole and Novant Health CDO/CTO Angela Yochem discuss how they are using business capabilities including people, processes, tools, technology, metrics, and culture, to manage and strategically guide their businesses. Both Angela and Seemantini speak on the strategic and foundational capabilities in their businesses and how digital is impacting both retail and healthcare. Seemantini shares how she transformed Lowe’s omnichannel customer experience and the process of managing project teams through successes and failures.. They also discuss the digital transformation of healthcare, the rise of delivering healthcare digitally, and the importance of data.
437: Adrian Gore discusses why and how he founded Discovery in South Africa in 1992. As the country was going through dramatic changes, Adrian saw an opportunity in the health insurance market as there was a shortage of doctors, extreme inequality, and a dramatic rate of medical inflation. Adrian set his company apart by using concepts of behavioral economics and incentives to create Discovery’s unique business model. Since then, Adrian reaped the advantages of being years ahead in behavioral data collection and has grown his organization beyond health insurance to life insurance and behavioral banking. We also discuss how Discovery went beyond South Africa and into other countries through strategic partnerships starting with expansion into the UK. Beyond that, Adrian shares his outlook and hope for the South African market.
436: In this episode, Nick Colisto discusses how Avery Dennison’s IT team shows its value to other functions by capturing, reporting, and then communicating how IT is contributing value to the company. This process starts by aligning IT’s goals with other functions and influencing how IT can help the company achieve its key strategic pillars over a five-year planning horizon. Moreover, the team has created an IT-value scorecard, which contains metrics regarding health, delivery, outcomes, and agility. Lastly, the team communicates the value it is providing through quarterly business reviews and a well written annual report that communicates the value across the spectrum. We also discuss the three parts of the company’s digital workplace strategy, the education program that the company has put in place, which has sent leaders to UC Berkeley and looks to improve digital literacy throughout the organization, Nick’s take on IoT, AI, and quantum computing, among other topics.
435: Tekion CEO Jay Vijayan [former Tesla CIO] provides an overview of the fragmented automotive industry, highlights the industry’s shortcomings, and describes how Tekoin is using advanced technology and their automotive retail cloud platform to create a win-win-win situation for the large OEMs, retailers, and consumers. Additionally, Jay discusses the importance of delivering a seamless customer experience, how his time as CIO of Tesla prepared him for his current role, Tekion’s global ambitions, among other topics.
432: Dilbert creator Scott Adams shares his story of leaving the corporate setting to become a cartoonist. While he wanted to be a cartoonist from a young age, this dream was temporarily put on hold at the age of 11. When he discovered that the corporate world was not for him, Scott took a chance and reached out to legendary cartoonist Jack Cassady for advice. Based on that conversation, Scott sent his work to the big magazines, but he was rejected and had all but given up on his dream once again. However, one year later, Cassady reached out to Scott to check in. This prompted Scott to try again and send his work to the major cartoon syndication companies, he got a contract with United Media, and Dilbert got published. We also discuss how Scott has made his life more efficient so he can fit more into his day, the formula Scott uses when turning a tweet into a joke, how people don’t think about the world productively, and why we need to think more like economists, scientists, and engineers, among other topics.
431: Xerox’s CTO Naresh Shanker discusses the three key elements of a successful digital transformation. Naresh cites bold leadership that has grit as the most exciting ingredient for transformation. Second, he describes the importance of culture in preparing for the future. As the pace of change accelerates, he notes that it is critical to bridge the established culture that sustains companies at scale with the next-generation culture that has the mental muscle of a startup. Lastly, he discusses the need for a team that is passionate, driven, energized, and exceedingly mission-focused. We also discuss the outside-in and inside-out approach Xerox is using to make its digital transformation, how Xerox uses AI and IoT, Naresh’s experience as a board-level CIO, among other topics.
In this episode Hunt Consolidated CIO/CDO Diane Schwarz and National Grid CIO/CDO Adriana Karaboutis explain how they are taking digital back in their respective positions. When they joined Hunt and National Grid, the CIDO’s met with board members to envision the future of digital in their organizations. Andi outlines the “North Star” that defines the direction of long term digital initiates that are developed in the NGDigital Labs. Meanwhile, Diane explains how Hunt’s Collaborative Resource Group is used to “frack for talent” that is motivated to be a part of digital initiatives. This panel also includes a discussion of AI and predictive analytics uses, the reasons digital strategies fail, and the challenge and utility of the two-in-one CIDO role.
430: MIT Sloan’s Center for Information Systems Research Principal Research Scientist Jeanne Ross lays out the three characteristics companies must have to implement a successful digital transformation, which are experimenting repeatedly, co-creating with customers, and assembling cross-functional development teams. The experiment aspect involves recognizing that the digital economy is making new directions possible, but for companies to succeed, they need to find the intersection between what they can do and what their customers will pay for. Co-creating with customers, which solves the same problem, entails starting a workshop where everybody puts the issues on the table and are asked, “What can we do to creatively solve this?” Lastly, cross-functional teams are about recognizing that you do not want to simply throw all your money at your R&D or IT unit and ask them to get it done. Instead, Jeanne argues that it is an iterative process that requires many teams. We also discuss the evolution of the CIO role, why companies should not get so hung up on set roles of what a CIO or CDO should do but look to get away from structure, why having only 5% of revenue come from digital is actually an accomplishment, among other topics.
429: Mayfield Fund Managing Director Navin Chaddha discusses what the company looks for when deciding which entrepreneurs to invest in and which do not fit the Mayfield model. The company looks closely into what the entrepreneur is doing, which entails determining what is driving them, what their values are, what their vision is, what their mission is, and if they are interested in creating a product company and flipping it or if they are interested in building an industry-defining company and changing the way people work, live, and play. To do that, the company must spend a great deal of time with the entrepreneur outside of the pitch meetings to truly understand what is driving and motivating them. Further, Navin cites that it is critical to find out who they are, which involves determining if they have high EQ and IQ, how hungry they are, and what their ethics are. We also discuss Mayfield’s work in China and India, three attributes of millennials and how to reach them, what makes for a great partnership between partners and the early-stage companies, among other topics.
Bonus: Express Scripts COO Neal Sample and Mastercard President of Operations and Technology Ed McLaughlin debate the usefulness of blockchain. Neal believes that there is no use case for which blockchain is an optimal solution. He argues that for whatever problem an enterprise is trying to solve, there is already a better technology out there, and it has likely been out for decades. Neal claims that executives often look to blockchain because of the hype, which he claims is the wrong reason to look at it. Ed agrees that the enthusiasm runs amok when people are simply using it to get funded or just to use it. However, Ed considers himself a highly skeptical and jaded enthusiast, and he argues that blockchain can be useful, especially when dealing with trust across enterprise boundaries. As the enterprise lines become less fluid, Ed cites that the ability to have something to immediately give to regulators as a validation of what has occurred is an interesting concept.
428: AI Pioneer and UC Berkeley Professor Stuart Russell warns that AI is reshaping society in unintended ways. For example, social media content selection algorithms that choose what individuals watch and read do not even know that human beings exist. As AI becomes more capable, he suggests that we are going to see bigger failures of this kind unless we change the way we think about AI altogether. Stuart argues that to ensure AI is provably beneficial for human beings, we must design machines to be inherently uncertain about human preferences. This way, we can ensure they are humble, altruistic, and committed to pursuing our objectives even as they set their own goals. We also discuss why AI needs regulation similar to civil engineering and medicine, the impact AI is going to make over the next decade, autonomous vehicles, among other topics.
427: Blackstone CEO Stephen Schwarzman shares stories from his childhood, his time as an undergraduate at Yale, on Wall Street, and business school at Harvard, and his experiences at Lehman Brothers and Blackstone. These stories how he went from nearly failing in an English course in college to the Dean’s List, how he offered constructive criticism to the Dean of Harvard Business School while he was a student, how he led one of the biggest mergers in history to date as a fourth-year associate at Lehman Brothers who had never done a merger, as well as tales from the founding and growth of Blackstone. We also discuss the importance of having a strong culture and hiring the best people, how and why China bought 9.9 percent of the firm when Blackstone was going public, the Schwarzman Scholars program that he has developed in China, among other topics.
426: UCSD Chancellor Pradeep Khosla details the strategic plan he has led. While he cites that he found a great university when he arrived, he knew it was destined for greater things and he set out to create a vision to realize that goal. We also discuss how the University of California System schools interact and share best practices, why Pradeep preferred an 8-word strategic plan over a longer form plan, why he misses being a professor, among other topics.
425: UCLA Professor Ramesh Srinivasan discusses why and how we should look past Silicon Valley for innovation. He argues that innovation is happening all around the world, and he shares his experiences in countries like Kenya and Mexico. Citing how these countries are doing more with less and being resourceful, rather than feeling as if economic or infrastructural constraints are restricting their ability to act, he claims that individuals in these countries are innovating with constraints. Further, he cautions against creating a world in which the inequalities that we currently see are amplified by technological innovations that are only defined within the Valley. Instead, he advocates for an internet that lifts all of us up because it creates a win-win scenario. We also discuss Ramesh’s goal to have a digital bill of rights, his Lab's attempt to bring a variety of scholars and researchers into contact with one another and share their learnings with the wider public through workshops, engaging with journalists, and writing books, companies Ramesh has seen emerge in the countries he has worked in, among other topics.
424: Workday’s Executive Vice President of the Planning Business Unit Tom Bogan explains the rationale behind the Workday and Adaptive merger. From Adaptive’s perspective, finding the right partner was about how the company delivered the most value to the market and its impact on Adaptive’s various constituencies. Tom cites that investors primarily care about the valuation, customers care about who the acquiring entity is, and the team cares about both. Because the company had the right valuation and is the leader in both human capital management and financial planning, Adaptive saw Workday as a tremendous partner. We also discuss the benefits of operating in the Bay Area, the elements that have remained the same and those that have changed since the acquisition, how having a broad range of experiences as an operator, executive, and board member helped Tom coming into Adaptive, among other topics.
423: AES’ President and CEO Andrés Gluski discusses how AES is transitioning into cleaner energy. While the company’s coal technology was among the best in the world, AES realized that was not a sustainable driver of growth. Under Andrés’ leadership, the company has reduced its generation capacity from 60 percent coal to 30 percent, it has become a big builder of renewables, and it is looking to reduce its carbon footprint by 50 percent by 2022. We also discuss the advantages Andrés has enjoyed being from a multicultural family, AES’ work in China and India, the value Andrés gained from his education, among other topics.
422: General Electric CIO Chris Drumgoole discusses the changes GE has made through a period of great change for the company. While the company led the way in outsourcing technology, Chris points out that that is not aligned with the digital world. Because of this, the company has decided to invest in IT talent and grow that capability within the company. Also, in an effort to modernize IT, the company has spent a great deal of time transforming end-user technology. We also discuss GE's two-fold approach to attracting talent, how Chris looks to ride the fine line between standardization across business unit IT versus investing in solutions specific to one BU versus another. We also cover the cultural change afoot in the company and how the company is in the process of shifting from being a deep domain expert instead of a generalist, and a variety of other topics.
421: University of North Carolina at Charlotte Professor Steven Rogelberg exposes the main reasons why meetings are inefficient and shares his tips on how organizations can improve the effectiveness of meetings. Steven points out that there are roughly 55 million meetings per day, and most of them are ineffective or at least suboptimal. He notes that part of the reason is that 20 percent of leaders ever receive any training on how to run a meeting, the training they do receive is not meaningful, organizations have no type of accountability on how their meetings are going, and no one in the organization is owning meetings. To improve meetings, Steven suggests that organizations consider shortening the meeting times, structuring meeting agendas around questions to be answered, banning the mute button for remote meetings, and limiting attendance at meetings to those who must be there. We also discuss the importance of being intentional in meetings, how Steven got the inspiration to write a book on meetings, how a positive mindset from the leader is the best predictor of the mood of the entire team, among other topics.
420: Blue Shield California CIO Michael Mathias discusses the company’s mission to move healthcare into the digital age, which is at the front and center of its agenda. Michael claims that as customer service is evolving, it is doing so around the digital experience, and since customers want to interact with the company in that way, that is what the company is driving towards. We also discuss how the CIO role has evolved to working more closely with the business, Michael’s take on artificial intelligence, Blue Shield of California's enterprise architecture approach, among other topics.
419: Arity President Gary Hallgren highlights the three main issues in the transportation industry. Most importantly, driving is extremely inefficient as the average car is used for four percent of the day. Further, 40,000 people die on the roads each year, and driving is extremely expensive, both in time and money. To make a difference in these areas, Arity is working with shared mobility companies, insurance companies, and automobile companies to solve these issues. We also discuss why Gary believes fully autonomous vehicles are further away than many think, how the company mixes the stability, strength, and resources of a Fortune 80 company with the entrepreneurial spirit of a startup, how Arity attracts talent, among other topics.
418: GSK’s Chief Digital and Technology Officer Karenann Terrell discusses GSK’s 40, 50, 10 framework for thinking about technology and digital's impact. The company spends 40 percent of its efforts on digital as usual, which involves its ability to change its landscape of looking cross-enterprise for strikes in value. It spends 50 percent on digital through a reinvention window of its existing business, and it spends 10 percent on the true disruption, which entails the high-end innovation of how digital is disrupting the business that the company works in. We also discuss the benefits Karenann gains from board membership, why GSK’s CEO added the CDO role as a remit to the technology organization, rather than separately, how GSK has looked to mix an infusion of talent externally with skilling the folks in a transformative way internally, among other topics.
417: C3.ai CEO Tom Seibel discusses how AI is going to impact commercial, industrial, and government systems. Tom believes that the global information technology market will jump from 3.5 trillion to 8.5 trillion in the next five years, mostly because of AI. This will be achieved by lowering the cost of production and delivering products and services with greater safety, greater cybersecurity, and lower environmental impact. That said, Tom recognizes the consequences of AI. He warns companies that if they do not adapt to new technologies, they will cease to be competitive, and he believes the U.S. will be in trouble if they do not win what he describes as a non-kinetic war over AI with China. We also Tom’s belief that large organizations have the advantage in the new generation of 21st-century technology, how Tom stays motivated after a long career of success, Tom's view on the global rush at the boardroom and the CEO's office to digitally transform their company, among other topics.
416: Aaron’s CIO John Trainor discusses the benefits of operating in a product mindset, rather than a project mindset. John’s team avoids the “throw it over the wall” approach to IT. Instead, the company strives to deploy working software into production as soon as possible. John argues that this product mindset leads to more cohesive teams and eliminates separate interests within the organization. We also discuss the tech landscape in Atlanta, John’s take on blockchain, the importance of having a fail-safe environment, among other topics.
415: Axon CEO Rick Smith shares his entrepreneurship journey and details how Axon has pursued its mission to protect life without taking life. The company began by selling TASERS to consumers as a way to incapacitate a threat without hurting them. However, when that failed to gain traction, the company began selling the weapon to police officers, which was a huge success. Later, the company pivoted to selling body-worn cameras backed by the cloud as a way to protect police officers and increase transparency between law enforcement and the public. We also discuss the future of facial recognition and AI in law enforcement, the Policing Technology Ethics Board the company has developed, Rick’s new book The End of Killing: How Our Newest Technologies Can Solve Humanity’s Oldest Problem, among other topics.
414: Comcast CIO Rick Rioboli details Comcast’s heavy focus on the customer experience and the unique focus of Comcast’s digital transformation. In addition to digital sales and e-commerce, the main emphasis of Comcast’s digital transformation is on self-service from a service and support standpoint, which involves enabling digital interactions and providing customers with a frictionless experience. We also discuss Comcast’s use of artificial intelligence, how the IT team partners with the rest of the business, an overview of the new Comcast Technology Center, among other topics.
413: Discovery Bank CEO Barry Hore explains how Discovery Bank looks into behavior to improve people's financial and overall health. South Africa faces extremely high levels of credit indebtedness, more people have loans than jobs, the country has one of the lowest savings rates in the world, and people are not well prepared for retirement. Barry claims that by improving these behaviors, the bank can help South Africans become financially healthier, and he cites that helping people change their behaviors will improve their physical health and society as a whole. We also discuss how Discovery Bank taps into South Africa’s talent ecosystem, how Discovery Bank is looking to scale its client base smoothly, the specific programs that Discovery Bank uses to incentivize its customers to be healthier, among other topics.
412: Omnitracs CEO Ray Greer discusses innovations in the $800 billion trucking industry. Ray describes the issues that truck drivers face today, and he cites that the single greatest advancement Omnitracs can make for the driver is to automate their life so that they just have to drive. Truck drivers spend too much time finding the loading dock, going in and out of navigation applications, and waiting. To provide a more user-friendly experience, Ray has engaged third parties to accelerate the modernization of Omnitracs’ platform, to bring automation to the driver’s lives, and to migrate Omnitracs’ to a cloud-native platform. We also discuss Omnitracs’ usage of machine learning, why technologist focused on autonomy are not thinking about the potential challenges autonomous trucks would cause, the massive impact Omnitracs is able to have on the industry, among other topics.
411: Greylock Partners general partner Sarah Guo provides perspectives on robotic process automation, machine learning, artificial intelligence, cybersecurity, and more. We also discuss what Sarah looks for when making investments, the benefits of having parents who are entrepreneurs, why Sarah believes that a company’s size and scale can prohibit its ability to remain current, and a variety of other topics.
410: Humu Co-Founder and CEO Laszlo Bock describes the genesis, development, and deployment of Nudges, which were created to address that problem that great numbers of people are miserable in their jobs. Nudges are digital reminders that prompt the small actions that are most impactful when driving five factors: organizational performance, retention, individual happiness, inclusion, and innovation. In addition to using the product themselves, Humu targets large organizations as customers in order to make the greatest impact toward their mission and to ensure that they are developing products around data sets that are representative of the general population of workers. We also discuss the values that Laszlo draws from his time at Google, why he believes analytics, statistics, and computer science will drive a revolution in HR, and how immigrants, such as Laszlo himself, are fundamentally entrepreneurial in character.
409: McAfee CEO Chris Young explains how the cybersecurity industry faces a duel challenge of keeping up with the transformations that happen within core technologies and simultaneously tracking the innovative nature of cyber attackers. Staying current requires consistent research, collaboration within the industry, acquisitions, and partnerships. Chris describes some of the best practices he sees within the cybersecurity space, including red teaming and risk prioritization. We also discuss the future of advanced forms of analytics and AI within cybersecurity, Chris’s career path, the CEO’s advice to individuals on protecting their information, among a variety of other topics.
408: Tenet Healthcare CIO Paola Arbour describes the process of transforming Tenet’s IT organization from a cost focus to an investment focus. The transformation centered around 4 imperatives: enhancing the voice of the customer, changing the language of IT, building an innovation culture, and focusing on talent. Paola highlights the importance of transparency, communication, and collaboration among teams to successfully lead an organizational change of great scale. We also discuss Paola’s prior experiences serving CIOs, the need for greater mentorship for women in technology, artificial intelligence, data analytics, and a variety of other topics.
407: Hunt Consolidated, Inc. CIO and CDO Diane Schwarz describes her methodology for transitioning into new executive roles using her arrival at Hunt to explain the 90-day process. Extensive planning, learning the business and stakeholders, meeting the company, and, lastly, focusing on suppliers develops the extensive knowledge of an organization needed to effectively lead it. Diane emphasizes the importance of understanding company culture to successfully rally support for changes to foundational pieces of IT, which she did at Hunt after careful investigation and planning. We also discuss the agile skills required for employees working in technology today, Diane’s journey to her leadership role as a woman in a male-dominated field, and the future of women in STEM.
406: CBRE CDO/CTO Chandra Dhandapani breaks down the process of digital transformation through her experience of modernizing technology and rapidly creating agile teams at CBRE. She explains that technology is at the core of any business model, making it crucial to insource the talent necessary for software development and understand the ecosystem of technology trends. Dhandapani describes how building collaboration between product designers and clients yields entrepreneurial services, such as the new flexible spaces and tenant experience lines at CBRE. We also discuss a powerful WhatsApp group for women leaders in technology, the difference between digital and technology, the value of efficient leadership teams, and various other topics.
405: Royal Caribbean Cruises CIO Martha Poulter describes the growth minded business strategy of Royal Caribbean which places emphasis on differentiating products, gaining value from scale, engaging employees and guests, and reducing business risk. The company responds to the distinct needs of diverse demographics of guests and creates unique brand experiences on each cruise, a task that requires the collection and optimization of data from numerous sources. Poulter explains how data drives the innovation of systems and technologies that support all of Royal Caribbean’s operations. We also discuss Poulters own experiences on Royal Caribbean cruises, the unique features of IT organization in the industry, and exciting trends such as algorithmic intuition and miniaturization.
404: Align Technology Senior Vice President of Information Technology Sreelakshmi Kolli discusses how the company is leading the evolution in digital dentistry by transforming the industry from analog to digital. Kolli claims that there are over 300 million consumers that could benefit from teeth straightening, and the only way to reach all of them is through digital technologies. Because of this, Kolli cites that everything the company does is dependent on digital and that IT is the central nervous system for the company. Through this transformation, Kolli is focused on delivering great treatment outcomes with data science, driving consumer demand to doctors’ offices, helping with conversion as customers become Invisalign patients, using global scalable infrastructure to support real-time ordering from over 100 countries, and manufacturing over 400,000 customized aligners per day. We also discuss Kolli’s take on IoT and blockchain, Align Technology’s value proposition to potential employees, how being a consumer of the product helps the company better understand the customers’ needs, among other topics.
403: Sierra Ventures Managing Director Mark Fernandes discusses the five attributes he looks for in an entrepreneur. These five attributes include their ability to raise money beyond the early stages, their ability to attract talent, their ability to generate momentum, if they come prepared, and their ability to tell their story. In terms of what Mark looks for in a company, he cites that there needs to be a technology platform shift or a business model innovation that is applicable to something that they are doing. We also discuss Mark’s accidental path to the VC community, the CXO Advisory Board Sierra has started, the importance of approaching investing from a bottoms-up and top-down approach, among other topics.
402: UPS CIO Juan Perez details how the company has taken data from simply being an input for descriptive analytics to prescriptive analytics, which goes beyond predictive analytics. Juan has played an integral role in developing the company’s on-road integrated optimization and navigation system [ORION], which helps optimize the delivery paths that the company’s drivers take to make sure that they efficiently satisfy their service commitments to its customers. Juan also describes an advanced big data analytics project, which is designed to constantly take the massive amount of data points the company collects, learn from them, and use them to better predict what volume is going to come into their operations. We also discuss UPS’ strategic pillars, Juan’s take on artificial intelligence, the cloud, drones, and robotics, how UPS is using digital to enhance the physical experience that the customer receives, and a variety of other topics.
401: Express Scripts CTO emeritus Phil Finucane details Express Scripts’ integration with Cigna. While Cigna has a strong engineering organization, the two companies have different visions for how to execute a successful integration. Because of this, a large part of Phil’s job was to help Cigna understand how Express Scripts operated, to understand how Cigna operated, and to understand how the combined entity would interface with its business partners. From there, Phil looked to build a path that brought together the best of both worlds by bringing complementary strengths together. We also discuss the lessons Phil has pulled from his time in Silicon Valley, Express Scripts’ approach to eliminating technical debt, his take on artificial intelligence, and a variety of other topics.
400: Bestselling author Michael Lewis tells the story of his career and dives deeply into several of his most notable books, including Moneyball, Liar’s Poker, and The Undoing Project. Despite being discouraged from his thesis advisor at Princeton to pursue writing and consistent rejections from publishers, Michael always had a passion for writing, and he knew that it was only a matter of time before he left Wall Street to pursue this passion. We also discuss how Michael organizes his ideas, how he has been able to defy pigeonholing his writing, how he is able to write about complex topics for those who are not expert in the topics, and a variety of other topics.
399: Intuit CIO Atticus Tysen describes how the company is looking to use data to give insights back to its small business owners and self-employed individuals regarding how their businesses are doing, as well as how the company can give consumers insight into their finances and help individuals file their taxes with more confidence using artificial intelligence and machine learning. While many believe that big data will only benefit large corporations, Atticus provides examples of how big data can help the little guy, whether he be a small business owner or a self-employed individual. We also discuss Atticus’ advice to CIOs looking to become more product-focused, Atticus’ take on AI and conversational user experiences, the evolution of TurboTax Live, and a variety of other topics.
For more visit https://www.metisstrategy.com/interview/atticus-tysen-2/
398: Zoom CIO Harry Moseley discusses how collaboration needs are changing with new generations. Millennials and Generation Z make up about a third of the global population, and since these generations have grown up in a digital world, they have different expectations regarding how they collaborate in their personal, academic, and professional lives. We also discuss Harry’s view on artificial intelligence and 5G, his experience on the board of Rewards Network, his time as the first ever CIO of Zoom and his first experience as a CIO of a technology company, as well as a variety of other topics.
397: Atlassian’s President, Jay Simons, and CIO, Archana Rao, discuss the unique culture of Atlassian. Both note that the company is extremely open, honest, and direct. The work of the executives is transparent to the rest of the company. Archana believes that allowing people to see other’s work, performance, and perspectives provides a recognition that there are challenges everywhere and it builds an immensely strong culture because people tend to work well together in this way. Jay has seen the company go from 100 to 3,000 employees in his 11 years with the company, and he declares that this culture has scaled remarkably, which in his mind is a testament to foundational parts of the culture that the company created.
396: E. & J. Gallo Winery CIO Sanjay Shringarpure elaborates on the changes the company has made to achieve its transformational vision. One of the major changes has involved transitioning IT toward supporting four verticals supporting each of the business functions of the company. We also discuss the cultural changes necessary to realize this vision, Sanjay’s take on blockchain and the cloud, the Wine OS platform the company has created, and a variety of other topics.
395: Liberty Mutual CIO James McGlennon discusses the company’s agile and cloud transformation, which has included a multi-pronged approach designed to eliminate or refactor legacy technology, send existing employees to coding immersion programs, have 90 percent of teams working in an agile fashion, and move from one percent to 25 percent of technology in the cloud with a goal to reach 100 percent. We also discuss James’ take on artificial intelligence, robotics, and augmented and virtual reality, how Liberty Mutual works with its different customer groups, what the company does at the business unit level versus the enterprise level, among other topics.
394: Schneider Electric CDO Herve Coureil discusses how Schneider has blended talent in the new digital unit. Herve believes the organization needs to balance the internal and external view, Herve does not believe in a digital organization that only includes external digital talent looking in from the outside or an exclusively internal team that is made up of subject matter experts, without an infusion of external talent. To create a mix, Schneider has focused on reskilling, retraining, and learning internally so everybody has the basic skills that go with digital while simultaneously recruiting new talent that can bring subject matter expertise and new digital skills to the team. We also discuss Herve’s take on the cloud, AI, and blockchain, how Herve manages such a large, distributed team, how his experience as a CFO helps him in his current role, among other topics.
393: Adobe CIO Cynthia Stoddard discusses how the company has modernized its technology stack. She notes that architecture needed to lead the company’s decisions and be in everything that it did going forward. Through this modernization, Adobe has switched to being cloud-enabled and it has enabled architecture and business capability changes without causing disruption along the way. We also discuss Cynthia’s take on immersive technologies, how Adobe is using AI to complement its workforce, how the company has transitioned from selling box software to becoming more customer-facing, among other topics.
392: Ingram Micro CIO & CDO says that Ingram Micro is in race to win the customer experience. The speed in which IT is delivered has changed dramatically. In response, Ingram Micro has made massive changes around its IT team. These changes include shifting from a traditional waterfall approach to agile and scrum methodologies, changing its technology stack to be more reliant on microservices, getting people to collaborate in small teams, and showing businesses that a near-perfect product delivered in a short period of time is better than a perfect one in a long period of time. We also discuss Tom’s view on AI, IoT, and zero-trust architecture, why CIOs need to focus on strategy, ways in which the CIO role has remained the same over Tom’s several decades in the role, among other topics.
391: Washington Post Chief Product and Information Officer Shailesh Prakash describes the genesis story of Arc Publishing. Arc was initially built by the company to meet its own needs, but after realizing it had built one of the best media tech stacks in the industry, the company began selling it to other publishers. The Post now believes Arc Publishing has the ability to become a $100 million business. Shaliesh also shares his view on building technology in-house versus buying and integrating, his experience on the board of Blue Origin, how Jeff Bezos has helped the company further its technology abilities, and how the company partners with large tech organizations, such as Google, Apple, and Facebook, among other topics.
390: LinkedIn co-Founder Reid Hoffman argues that companies should value speed over efficiency. In the modern world of network effects, being the first to scale often provides significant first mover advantages in creating a transformative company. While second place can be a decent consolation prize, Reid believes that if you are third or worse, you failed. However, while speed is important, Reid warns against having a blind adhesion to size as companies also need to determine which components put them in the best possible position. We also discuss the lessons Reid took from SocialNet, a company he founded before LinkedIn, his experience as a founding board member at PayPal, how China is able to move at such an extraordinary pace, among other topics.
If you like what you hear, please consider giving us a 5-star rating on iTunes.
This episode sponsored by Fortinet.
389: Nationwide CIO Jim Fowler shares what drew him to Nationwide after nearly two decades at GE. He also elaborates on his three pillars of focus as CIO. Jim is focused on modernizing the technology team itself, which involves becoming more agile, the modernization of all the underlying platforms, such as Nationwide’s policy management, claims, life insurance systems, and leveraging the first two pillars to create a set of customer journeys. We also discuss the evolution of the CIO role, Jim’s take on AI, digital twins, and quantum computing, among other topics.
388: Volvo CDO/CIO Atif Rafiq discusses Volvo’s evolution into a mobility company. While Volvo has been around since 1927, the company’s executives’ first order of business is to define the future state of the company, which allows them to understand the ambition they need to fulfill. If a company can put together a plan to move towards that higher ambition, it will gain momentum, which builds on itself. Atif claims that once a global company has clarity on this aspect, it will have the necessary resources to chase that. We also discuss Atif’s focus on the customer experience, Volvo’s partnership with Silicon Valley firms, the company’s value proposition to potential employees, among other topics.
387: Schneider Electric CIO Elizabeth Hackenson provides details from her first 100 days as CIO when she made multiple trips around the world to speak with as many business peers, customers, and employees as possible. Early in her tenure, a key IT leader stepped down, resulting in Elizabeth being forced into the dual role of Global CIO and Head of IT for North America. Though more than she expected, the dual role allowed Elizabeth to immerse herself into some of the challenges that operations were facing, and she was exposed to new leaders, challenges, and opportunities in IT. We also discuss Elizabeth’s relationship with her predecessor and current Chief Digital Officer Herve Coureil, Schneider's approach to eliminating technical debt, and Elizabeth's take on the evolution of the CIO role.
386: Akamai CEO Tom Leighton details the private and public sector’s growing security concerns, which has led to the company’s pivot from its traditional internet offerings to a fast-growing security business. Today, there are billions of devices in homes and offices that are not adequately secured. Bad actors have the ability to wipe out any cloud data center, which can isolate many countries from the rest of the world. Tom believes that this damage is a fraction of what could be done in future attacks, and the only way to stop these attacks is to absorb it out at the edge. We also discuss Akamai’s founding story, how the company survived the difficult times following the dot.com crash, why Tom believes the firewall’s time has passed, among other topics.
385: Toyota (TMNA) CDO and Toyota Connected CEO Zack Hicks shares his vision for how technology will transform driving. As the CEO of Toyota Connected, Zack and his team use data to provide an enhanced and seamless driving experience. To do so, Zack is focused on removing friction points throughout the entire process by having 3rd party services integrate with Toyota’s technologies. He claims to be agnostic about who owns the experience, and that his only goal is to enable it. While he is focused on augmenting the driving experience, he asserts that full autonomy is still far in the future. We also discuss Zack’s experience as a board-level executive, his view on the future of autonomous vehicles, the benefits of containers and server-less technologies, among other topics.
384: Fortinet CISO Phil Quade argues that cybersecurity needs to act like a science in order to understand its core strategies and implement the complex elements that can be layered on top of that strategy. Phil believes that doing so starts with building a foundation based on speed, integration, and connectivity. Fortinet, which was built on these elements, is focused on making sure they provide the fastest possible cybersecurity solutions out there, as well as providing the ability to connect them together. We also discuss the differences between private and public sector cybersecurity, Phil’s approach to mitigating risk, the advantages of being an internal first user, among other topics.
383: Symantec’s CEO In this interview, Greg argues that detection and automation are absolutely critical in the era of prevention. He cites that in today’s cyberspace, companies report as little as seven minutes between first infection and disaster, so it is critical that organizations be able to detect and automate the response to those threats. At Symantec, the company has used artificial intelligence to improve its ability to defend, as Greg describes in this interview. We also discuss Symantec’s four pillar cyber safety umbrella, the importance of having consequences for those who try to steal data, the value of zero trust infrastructure, and a variety of other topics.
382: Workday CIO Diana McKenzie discusses the importance of understanding how the customer experiences the company’s product and the competitors’ products. Diana notes that CIOs have a unique opportunity to collaborate with customers, hear their feedback regarding what they hope to see from their products, and bring those insights back to the company. To better understand the product, the company has rolled out a Workday-on-Workday program, where IT is the first user of Workday’s product. This allows Diana’s function to influence how the product evolves and enables Workday to ensures that their product strategy always reflects what the marketplace is likely to need most. We also discuss Diana’s experience serving on a public board, the employee engagement survey Workday has rolled out, Workday’s acquisition of Adaptive Insights, among other topics.
381: Sequoia Partner Roelof Botha and Ethos Life co-founder and CEO Peter Colis dive into the major issues with life insurance and how Ethos Life can make a difference. A great life insurance company has not been built for 150 years, and while the existing players have massive amounts of capital, Ethos is relying on their speed of execution and digital advantage. We also discuss how Ethos is using behavioral science and product testing for ease of use, how Ethos is able to overcome the faster process, Roelof’s take on AI and voice technologies, why Roelof was determined to immigrate to the United States, among other topics.
380: TGI Friday’s Chief Experience Officer Sherif Mityas highlights the importance of intertwining strategy and technology, and he argues that because of the overlap between the two, that every CIO should serve in the Chief Experience Officer role. From his perspective, every CIO today is dealing with the experience of the customer because, from an experiential perspective, technology permeates everything that the guest does. Technologies, such as artificial intelligence and voice-assisted devices, have provided the company with ways to better understand and engage with their guests. By leveraging AI specifically, the organization has shifted from a one size fits all approach to a more specific engagement, which provides a more relevant, frictionless, and convenient experience for the guest. We also discuss the ways in which the company segments the guest journey, the use case Sherif’s sees for blockchain, and how companies need to engage with the consumer.
379: Estee Lauder CIO Michael Smith stresses the importance of talent and culture. On the talent side, Michael has brought in business leadership from several Fortune 500 companies, and he has helped open a new technology hub in Long Island City, New York, which is part of a two-campus model in New York that has formed after consolidating down from nine location. Michael notes that culture is Estee Lauder’s number one asset. We discuss how consumer expectations will change as technology evolves, the benefits Michael gets from being a consumer of his own products, among other topics.
378: Winnebago CIO Jeff Kuback argues that a strong IT team is an essential element in all industries, even non-technical ones such as RVs and boats. In the past, the industry has been hesitant to invest in IT due to its reputation for high fixed costs, and in fact, Winnebago did not have a CIO when Mike Happe joined as CEO. However, Jeff has worked to make IT more efficient, which includes spending the appropriate amount of money on cybersecurity and moving from an on-premise data center to the cloud. We also discuss how Winnebago has gone from a traditional RV company to focusing on the outdoor lifestyle as a whole, how Winnebago has leveraged Microsoft tools, what Jeff looks for in external partners, among other topics.
377: Last year, Equifax experienced one of the most devastating security breaches ever, which exposed the private information of 143 million individuals. In this interview, Bryson, who joined the firm after the breach, explains the company’s response and its goals to rebuild customer’s trust through security and compliance work, to build a sustainable future, and to constantly invest in new technologies. We also discuss Bryson’s take on blockchain and the cloud, how Equifax invests in artificial intelligence, his approach to obtaining the best talent, among other topics.
376: Ocado CTO Paul Clarke has guided the company to differentiate itself by focusing not on how fast they can innovate, but on how fast they can innovate their system for innovation. Paul discusses the broad and deep technology estate that has enabled Ocado’s online grocery business to operate with scale, sustainability, and profitability. Through a focused but balanced approach to innovation, the company has developed a unique end-to-end operating solution for online grocery retail that includes massive automated warehouses and an e-commerce, fulfillment, and logistics platform. In a strategy that resembles Amazon’s AWS, Ocado is now making its technology available to other retailers through the B2B-focused Ocado Solutions arm. We also discuss Ocado’s roadmap for a frictionless customer experience, the advantages of its business model, its culture of disruptive innovation, among other topics.
375: MIT's Max Tegmark, author of “Life 3.0" and co-founder of the Future of Life Institute, asserts that the most important conversation in the world is the one about humanity's future with artificial intelligence. Technology is a neutral force, and it is our responsibility to manage it wisely and steer it towards a beneficial future. As our technology becomes more powerful, so too do the positive and negative consequences. Max notes that we need to decide what type of future we want to have with AI so that its impact on society is beneficial, rather than harmful. We also discuss how governments, academia, and companies can help create a better future with AI, the comparisons between prior science advancements and today’s intelligence advancements, how Max became interested in AI, among other topics.
Equinix CIO Milind Milind stresses the importance of creating a positive customer experience. Equinix's core value is to put the customer at the center of everything that they do, and the company has laid out a recipe for customer focus and success consisting of five major components. These components are treating their customers like assets, looking at the entire life cycle of customers, building a customer listening system to receive feedback, using a prioritization system to interpret that feedback, and delivering that feedback to the entire organization. We also discuss how Equinix’s annual revenue grew from $1 billion to $5 billion over an eight year period, the importance of culture in a digital transformation, and Milind’s view on artificial intelligence and machine learning.
373: Travelport CIO Matt Minetola asserts that as a CIO of a technology company, a critical part of his job is to bring in technology that allows Travelport to distinguish itself, rather than simply managing technology. He cites that if you are the leader of a technology company in today’s world, it is your responsibility to change how the organization builds and develops products. To do this, Matt is focused on constantly identifying key technology enablers to help Travelport set itself apart. We also discuss the value of the cloud, the importance of quickly digesting and managing data, Travelport’s focus on the customer experience, and a variety of other topics.
372: Bain Capital Ventures Managing Director Matt Harris analyzes how the FinTech competitive landscape has dramatically shifted over his career, from the domination of large financial institutions, which grew ever larger through mergers and acquisitions to the emergence of startups. We also discuss Matt’s interest in real estate tech and InsurTech, his views on Bitcoin and blockchain, what he looks for when making investing decisions, among other topics.
371: General Stanley McChrystal explores a variety of different genres of leaders, including geniuses, founders, politicians, reformers, heroes, and zealots. While he asserts that a group’s performance is less about the leader’s ability and more about the surrounding factors, General McChrystal claims that the best leaders are those who are empathetic to the group’s position at a given time and are able to constantly adapt. Throughout our conversation, we also discuss General McChrystal’s evolving opinions on Robert E. Lee, his experience with his nemesis in Al Qaeda Abu Musab al-Zarqawi, and why he dedicated his book to John McCain and John Lewis.
General McChrystal is a retired four-star general of the US Army and the author of multiple books, including his most recent one, Leaders: Myth and Reality. Following a 34-year career in the United States Army, General McChrystal founded the McChrystal Group, an advisory services firm that specializes in leadership consulting.
370: John Chambers, the former CEO of Cisco, reflects on his 25 years at Cisco, from his greatest professional regret, to the key factors behind Cisco’s massively successful acquisition strategy, to the critical importance of culture. We also discussed his work with the leaders of France and India to digitize their countries, what he looks for when evaluating companies to invest in, insights from his new book, Connecting The Dots: Lessons For Leadership In A Startup World, among other topics.
Intuit’s incoming CEO Sasan Goodarzi stresses the importance of a strong culture and why it is critical to deliver to your customers quickly. Since its founding in 1983, it has been Intuit’s goal to innovate, empower its employees, and remove obstacles so that they can best serve customers. Intuit was recently recognized as the thirteenth best place to work by Fortune Magazine, which Sasan credits to the employees’ willingness to do anything to help others achieve greatness for customers. We also discuss Sasan’s view on artificial intelligence, why the CIO role was his favorite, and how Sasan’s career ambitions have changed over time.
In January, Sasan will become `CEO of Intuit, the $6 billion business and financial software company known for products such as TurboTax, Quickbooks, and Mint. Prior to being named CEO, Sasan has held a variety of leadership roles during his 14 years with Intuit, including CIO. In preparation for the CEO role, Sasan has rolled out a one hundred day onboarding plan, and he has gone on an extensive listening tour focused on how Intuit can create a stronger culture, deliver better for its customers, and develop more opportunities for the company.
Schneider National CIO Shaleen Devgun asserts that in the age of instant gratification, every company must be a technology company regardless of industry. Even as a trucking company, Shaleen highlights how Schneider’s ability to present timely information is crucial for their success, and how every aspect of Schneider’s value chain is impacted by technology. We also discuss how great competitors can make great customers, how they leverage technology to optimize load assignments from 373 trillion combinations, and the relationship between the CIO and VC communities.
Shaleen is the Chief Information Officer of Schneider National, a premier transportation and logistics provider with revenues exceeding $4 billion. Along with traditional CIO responsibilities, Shaleen has accountability for the companies business transformation, logistics engineering, and corporate venturing efforts. Shaleen was recently the recipient of the Forbes CIO Innovation Award, which highlighted the company’s in-cab telematics toolset.
367: Honest Tea co-founder Seth Goldman discusses the origins and growth of Honest Tea, how they overcame the company’s 2003 bottling crisis, and the unique equity structure that put them in a position of strength when they sold to Coca-Cola. We also discuss Seth’s board membership with Beyond Meat and Bethesda Green.
366: Red Hat CIO MIke Kelly discusses the companies strategic priorities and mission to become the default choice for next-generation IT, which culminated in the massive IBM deal that could reshape the cloud landscape. We also discussed how IT differentiates itself within a technology organization, how the company’s Red Hat on Red Hat approach enables IT to be the first and best customer of their products, and how Red Hat engages with the CIO community to learn from their different experiences.
365: Lenovo CIO Art Hu asserts that as digital disruption accelerates, CIOs must lead the way in showing the organization how technology can be embedded into the business, and how technology can create new opportunity for companies and their customers. He also discusses Lenovo's IT roadmap, the commonalities and differences between working in the US and China, the three intersecting elements of a business transformation, among other topics.
364: Shafiq Khan, a former SVP at Marriott International, spent decades launching pioneering digital transformation initiatives in the travel and hospitality industry. At Marriott, Shafiq was responsible for leading all distribution channels, which generate $30 billion in annual sales. Now, as President and Founding Partner of Teach the World Foundation, Shafiq is focused on using digital technology to democratize education and address the global challenge of illiteracy.
Ex-Google China head Kai-Fu Lee discusses his new book, “AI Superpowers," in which he highlights the stunning, government-supported progress China’s technology sector has made in recent years. He goes on to argue that China is well positioned to surpass the US in AI prowess, and the reasons for that country’s gains. They also discuss the risk of job displacement, why US companies struggle to break into the Chinese market, and why the reverse is also true, what Sinovation Ventures looks for when identifying new opportunities, and a variety of other topics.
Fannie Mae COO Kimberly Johnson believes the company’s new mission, their focus on operational risk and cyber security, their tremendous data and predictive analytics, and their innovation efforts has the company in a much better position than ten years ago. We also discuss how Kimberly made the jump from CCO to CRO to COO, her advice for rising female executives, among other topics.
FINRA CIO Steven Randich argues that the public cloud offers significant advantages over a private cloud environment. As an early adopter of the public cloud, Steve highlights many of the benefits FINRA has enjoyed, including access to the latest technologies, improved cybersecurity, and the ability to pay for the service on-demand. We also discussed Steve’s view on the future of robotics and automation, how the best IT teams serve as a trusted advisor to the business, the evolving role of the CIO, among other topics.
Learn more: bit.ly/FOWCIT_Randich
* The four E’s Bill focused on while Governor of Colorado: energy, environment, economy, and equity for customers.
* Bill’s perspective that collaboration between the private and public sector, especially at the state level, is necessary to develop a new energy economy.
* Bill’s work with utility CEOs in facilitating the energy transition and the two major factors driving it: the fact that utilities are setting emission targets, and the fact that the partisan divide around energy and the environment is less pronounced at the state level.
* Bill’s focus as Strategy Partner at Blackhorn Ventures, where he focuses on the future of the built environment, the energy sector, and the transportation industry.
* The budding economy in Colorado, including the state’s ingrained entrepreneurial spirit and growing startup community, strong aerospace industry, and growing financial sector.
Bill was the 41st Governor of Colorado, serving in that capacity from 2007 through 2011. Currently, Bill is an Energy Strategy Partner at Blackhorn Ventures where he focuses on the built environment, the energy sector, and the transportation sector. Bill is also the Founder of The Center for the New Energy Economy at Colorado State University. In this role, Bill drives the organizations mission to work with state governments and the private sector to transform energy production across the country. As Governor, Bill oversaw Colorado’s renewable energy focused transition to create an environmentally friendly energy economy. Bill signed 57 bills into law as governor, including the thirty percent Renewable Portfolio Standard Act. Before becoming Governor, Bill served as Denver’s District Attorney. Bill received his Bachelor degree in political science from Colorado State University and his J.D. from the University of Colorado School of Law.
* Blackstone’s IT strategy, which focuses on the coordination of many small use cases across an extremely broad spectrum versus
* Blackstone’s focus on optimizing their business to ensure that all professionals have a secure and stable set of applications and the tools needed to be as efficient as possible in driving productivity.
* How larger companies have been overtaken by startups by failing to update their legacy technology, and how Blackstone has worked tirelessly to ensure that the innovation-preventing technical debt does not accumulate.
* How the CTO role has evolved, and its current focus on integration solutions.
* Why companies need to embrace and dream ahead with technology, how the CIO and CTO roles vary in difficulty based on the CEO’s approach to innovation, and the difficulty across all companies to find the necessary talent to innovate.
* Sapient’s culture of teamwork and collaboration, his role at Capital IQ focused on what their customers were being delivered, and Blackstone’s long-term view of investing, which originally drew Bill’s interest.
* Google, Microsoft, and Amazon’s innovation in a space that all companies can take advantage of.
* An eye on the trends: The cloud, Machine learning, and Artificial Intelligence [AI]
Bill is the Chief Technology Officer of Blackstone, the alternative asset management and financial services firm with revenues exceeding $7 billion. As CTO, Bill is responsible for working with vendor partners to better understand the business to make better types of investments. Bill is also responsible for advising companies across Blackstone’s portfolio operations group.
Prior to Blackstone, Bill was the Chief Technology Officer at OpenSky. Before OpenSky, Bill served as the Chief Technology Officer at Capital IQ. Bill also worked as an Architect at Sapient.
Bill received his Bachelor of Science in Engineering with a computer science major and a concentration in Finance from the University of Pennsylvania.
* An overview of Qlik’s, a leading provider of analytics software and visualization analytics, and their focus on the user experience.
* How Qlik engages their diverse customers, which include end users, department heads, functional areas, and IT.
* How Qlik solves a larger problem than their competitors by focusing on the entire data platform as opposed to just end-user analytics.
* How the complexity of analytics results in a slightly slower transition to a full cloud model, and how Qlik is at the forefront of that transformation.
* The value Qlik provides its customers by giving them an integrated platform to solve all their analytics needs.
* How Mike’s experience as a former CIO allows him to better understand the product and persona Qlik is selling as well as empathize with the customer’s difficult task of dealing with a heterogeneous vendor environment.
* Mike’s decision to hold a variety of different experiences in his 26 years at ADP as opposed to holding the same title at multiple firms.
* Advice to CIO’s looking to advance beyond the CIO role such as ignoring those who say it is not possible, leveraging your network, and having the willingness to take unique experiences that force you out of your comfort zone.
* Qlik’s free data literacy program, and the company’s social responsibility to increase data literacy around the world.
Mike is the Chief Executive Officer of Qlik, a leading provider of analytics software and visualization analytics. As CEO, Mike is responsible for leading Qlik’s mission to become the leader in the analytics economy.
Prior to Qlik, Mike was the Chief Operating Officer of Medidata Solutions. Before Medidata Solutions, Mike spent 26 years at ADP in a variety of senior leadership positions including Chief Information Officer, Head of Product Development, and General Manager of Global HR/Payroll.
Mike received his Bachelor of Science in Computer Science from Dickinson University and his MBA from Pace University.
* Why autonomous vehicles are beneficial such as creating a safer driving environment and the reduction of traffic and parking lots.
* Why Mike believes autonomous vehicles are still a few years away, including the immaturity of technology, the integration the technology requires, and the location-specific difficulties.
* An overview of the legislation and regulation component, and Mike’s view that will be the equivalent of a driver’s license for self-driving cars.
* How traditional automakers are taking different approaches – including building, buying, and partnering – to develop autonomous capabilities.
* How legacy organizations are transforming for digital competitiveness, including the need for new technology across all departments as opposed to just IT, and the switch from servers to the cloud.
* An overview of the wide range of business functions that SaaS solutions are offering, and why first-generation SaaS systems need to evolve to meet evolving customer needs.
* How open source software has become increasingly popular in companies due to its superior security and ability to avoid vendor lock-in.
* Mike’s reflection on his time at Cisco, including how his expectation that the internet would take off led him to Cisco, and how he surrounded himself with innovators and risk-takers who embrace transformative changes in the world.
* Index Ventures’ perspective that when making investments, it is more important to look at the entrepreneur and founding team, as opposed to the specific sector.
Mike is a General Partner at Index Ventures, where he helped establish the firm’s San Francisco office. As a Partner, Mike is responsible for investing in early-stage companies, with a focus on open-source and SaaS companies.
Prior to Index Ventures, Mike was the Chief Executive Officer of Joost. Before Joost, Mike held multiple executive positions at Cisco Systems, most recently as Senior Vice President and GM of the Routing and Service Provider Group, and before that, as the company’s first Chief Strategy Officer. Prior to Cisco, Mike worked as a Product Development Engineer at Hewlett-Packard.
Mike received his Bachelor of Science in Medical Engineering, his Master of Science in Manufacturing Systems Engineering, and his MBA from Stanford University.
Mike currently serves on the board of 16 public and private companies, including Fiat Chrysler.
* The four parts of an organization that should be the focus on any digital transformation effort, including business strategy and business model, internal operations, customer touchpoints, and skills and operating model.
* Gupta believes that transformation should begin with an examination of customer pain points, rather than bigger technology changes.
* How the blurring of industrial boundaries is forcing companies to ask, “What business am I in,” and develop competitive advantages by creating compliments and network effects.
* How Best Buy redefined its business to successfully compete with Amazon by changing its cost structure with the store-within-a-store model, and then used that revenue to build out service and subscription offerings.
* How the New York Times successfully moved to a profitable subscription model, despite traditional media facing challenges in realizing significant online advertising revenue.
* How John Deere changed its business model and began hiring data scientists after realizing it wasn’t in the business of selling farm equipment, but rather, was in the business of farm management and making farmers more productive.
* How the nature of competition has shifted from across products to across ecosystems and platforms, and why companies should look to partner externally to succeed here.
* Why innovation labs alone are not effective, and companies instead need to focus on transforming the core of their business proposition and not just the sides.
* The responsibility senior management has to retrain employees in order to stay competitive, and how Unilever has done so by pairing junior and senior employees to create a diverse mentorship platform.
* Advice on how to pitch a multi-year digital transformation to a skeptical management team or board
* How Albert took on COO responsibilities beyond the CIO role by identifying the need to streamline not just the companies underlying technology, but the operational processes as well.
* Albert’s responsibilities, which in addition to IT and digital transformation include product development, procurement, supply chain, customer service, and real estate.
* The evolution of the CIO role from the back office to the front office and Albert’s view that the role has become transformative to the point where it needs to encompass the operating model of the business
* The three-phased transformation Albert is leading, which includes radical simplification, platform strategy, and execution strategy
* How Pearson is working towards a single platform, similar to Netflix for education, which would be highly scalable, global in nature, high-quality, and one that can deliver all of their experiences around the world to millions of learners.
* An overview of the changes occurring at Pearson, including radical simplification and consolidation of systems, moving from data centers to the cloud, and people and culture changes.
* How Pearson has looked to an innovation ecosystem for idea generation
* How the company is using AI and augmented reality to make a difference in education and the workforce.
* How Pearson is preparing for the skills revolution with its Technology Academy, and how they are working to assist other companies in doing the same.
* Albert’s view on companies needs to re-equip their workforce and the challenges that arise with it.
Albert is the Chief Operating and Technology Officer at Pearson, the 174-year-old, £4.5B British education and publishing company. In this role, Albert has been responsible for overseeing the company’s multi-step digital transformation, as well as procurement, supply chain, customer service, and real estate.
Prior to joining Pearson, Albert was the Group Chief Information Officer at Vodafone. Before Vodafone, Albert was the Chief Information Officer at Nortel Networks.
Albert received his Bachelor of Science in Electronic Engineering at South Devon College of Arts and Technology and his MBA from Exeter University.
* An overview of Glazer’s, North America’s largest wine and spirit distributor with over five thousand brands.
* Ann’s role as CIO, where she is responsible for infrastructure, information security, the supply chain, digital, among other areas.
* Glazer’s objective with digital as it relates to the customer experience, which is to ensure that customers and supplier-partners can interact with them on their terms
* How Glazer’s has merged the IT organizations to ensure that the company is meeting State regulations while maintaining an entrepreneurial spirit within the company.
* How the merger and integration with Legacy Glazer’s provided an opportunity to both integrate and update legacy systems.
* How Glazer’s has leveraged their network of partners to drive the technology for the future.
* How Glazer’s was able to complete a high-profile merger and add a national partnership while making sure the users did not feel the burden of all the movement by making excellent decisions and having the support of senior executives.
* An eye on the trends: Business Intelligence, AI, IoT, Blockchain
Ann is the Senior Vice President and Chief Information Officer at Southern Glazer’s Wine and Spirits, North America’s largest wine and spirits distribution company with revenues exceeding $16 billion. As CIO, Ann is responsible for a wide variety of areas such as infrastructure, information security, the supply chain, and digital.
Prior to Southern Glazer’s, Ann was the Vice President of Consumer Products, Retail, and Distribution at Capgemini Consulting. Before Capgemini Consulting, Ann was the Vice President of the Fresh Dairy Direct and Supply Chain at Dean Foods. Ann additionally has held a variety of roles at The Coca Cola Company.
Ann received her Bachelor of Arts in Economics from the University of Georgia and her Masters in Executive Education and Business from Harvard University.
* The relationship between Dell and VMware, which are two separate companies
* How Bask balances his dual responsibilities as an executive at both companies, including owning IT and ecommerce responsibilities at Dell, and working closely with R&D at VMware
* The challenges of bimodal IT, including the difficulty of motivating people who are on the “slow IT” team
* The differences between the IT organizations at VMware and Dell:
* VMware was a digital native whereas Dell’s IT had to transition to digital
* The organization structure at VMware is straight forward IT with heads of infrastructure, apps, and information and physical secretly, IT, whereas Dell is centered around portfolio leaders
* Bask’s perspective that digital transformations must start with people, then processes, and then technology; and how Bask has focused on attracting the right people with the right skills to the companies
* What it takes to implement a successful digital transformation centered around cutting bureaucracy, putting the transformation under a leader while avoiding a bimodal approach, and ensuring that the transformation extends past IT to the entire organization.
* An eye on the trends: Artificial Intelligence, Internet of Things.
* Bask’s view on age discrimination which is excluding older employees despite their talent, wisdom, and creativity, and the importance of avoiding that by multigenerational workplaces where younger and older employees can learn from each other
* A rundown on the future of IT which involves all businesses becoming digital, a growing CIO role, and changing expectations among consumers
Bask is the EVP Dell Digital and Chief Information and Digital Officer Dell and VMware. In those roles, he oversees the critical technology systems supporting some of the world’s largest global business and commerce operations. He is also responsible for driving Dell and VMware’s digital transformation to accelerate outcomes; deliver world-class experiences; and share the team’s best practices using technologies, services and solutions from both companies.
Prior to working at Dell and VMware, Bask was the Group Senior Vice President of Business Operations and the Chief Information Officer of Juniper Networks. Before Juniper Networks, Bask was the Group Chief Information Officer of Honeywell. Prior to Honeywell, Bask was a divisional Chief Information Officer of GlaxoSmithKline.
Bask received his Bachelors of Science in Engineering from Annamalai University as well as his Masters of Science in Computer Science from the Florida Institute of Technology.
* How the DWP touches all lives in the United Kingdom whether that be looking after children with separated parents, the working class, disabled people, or retired people to produce better outcomes for them and society
* The DWP’s digital goal to become more efficient by meeting the emerging customer experiences to improve outcomes for society
* How the DWP is able to satisfy the diverse group of people that they serve by avoiding a one size fits all strategy in favor of active segmentation that leads to better delivery of targeted services
* How being an older company can be an advantage during a digital transformation due to the diverse mature analytics on data spanning over decades
* How the DWP has balanced retaining existing employees and hiring new talent by holding a series of interventions to help existing employees think about their values while additionally bringing in new people for the people in-house to learn from
* Why Mayank prefers a more combined approach to IT versus a bimodal IT approach
* Why Mayank switched from the private to the public sector including the opportunity to catch up to the private sector in technology transformation, the opportunity to make an impact on 22 million real people’s lives, and the chance to work with the most talented and humble people
Mayank is the Chief Digital and Information Officer of the United Kingdom’s Department of Work and Pensions, the UK’s largest public service department which impacts over 22 million citizens. Mayank is responsible for IT infrastructure, data, and security, as well as for driving the implementation and adoption of digital technologies to meet emerging customer expectations.
Prior to joining the DWP, Mayank was a Managing Director at Morgan Stanley where he was responsible for Global Wealth and Investment Management Technology. Prior to that, Mayank was the Chief Information Officer at Sage UK. Prior to Sage UK, Mayank was the Group Chief Information Officer at iSOFT. Prior to iSOFT, Mayank was the International Chief Information Officer at Avaya.
Mayank received his MBA from The Manchester Business School, and has completed the executive program at Singularity University (non-accredited). Mayank is a Wharton Fellow at the University of Pennsylvania.
Mayank currently serves on the board of the Tech Partnership in London and for the DWP.
* Bill’s perspective on the digital transformation taking place in the industrial sector and how this transformation will eventually impact all sectors.
* The challenges of executing a digital transformation, and Bill’s thoughts on the critical “soft” elements, such as culture, leadership, and talent.
* Bill’s advice on how to blend talent by bringing new people into work with existing employees as opposed to less effective approaches such as not bringing people from the outside at all or segregating new employees.
* A rundown of the digital reporting structure at GE, where Chief Digital Officers report to the CEOs of their business, as well as to Bill.
* An overview of the roles and responsibilities of the three programs created for digital: GE for GE, GE for installed base customers, and GE for the industrial world.
* The importance of realizing that change must be reflected by the entire organization and that it is something that cannot be done overnight.
* An emphasis on how digital is able to drive greater productivity and efficiency while giving clear outcomes that companies can show to their customers, something GE always starts.
Bill is the Chief Executive Officer of GE Digital, as well as the Senior Vice President and Chief Digital Officer of General Electric, a 126 year-old industrial conglomerate with revenues exceeding $120 billion. At GE, Bill has been responsible for leading a massive digital transformation by bringing in new employees, reprogramming the existing employees, and bringing in Chief Digital Officers from the outside.
Before joining General Electric, Bill served as the Vice President at CISCO. Prior to working at CISCO, Bill was the Senior Vice President at Software AG. Bill has also held executive management positions at The Advisory Board, The MITRE Corporation, and Concept 5 Technologies.
Bill received both his Bachelor of Science and Master of Science in Computer Science from California State University, Fullerton.
Bill serves on the Board of Directors of Magna International Inc.
* Gary’s responsibility as Operating Partner focused on helping companies which he advises grow.
* Gary’s perspective from serving on boards such as Citigroup and Hewlett-Packard Enterprise and the different experience resulting from them.
* How Gary keeps up with the pulse of enterprise buying by keeping in touch with previous colleagues and through the exposure being a board provides.
* Ways in which the CIO has evolved and become more exciting due to the migration to machine learning, new technology, and the increasing importance of developing software quickly.
* Ways in which companies can make the challenging technological transformation by either leveraging and refactoring old software, or by developing applications that replace their legacy.
* Eye on the Trends: Machine Learning
Gary is an Operating Partner and part of the Resources Group at General Atlantic, a global growth equity firm that has over $20 billion dollars in assets under management. As an operating partner, Gary is responsible for providing strategic support and advice to the firm’s investment teams and portfolio companies with a focus on strategy and technology.
Before joining General Atlantic, Gary was the Senior Vice President and Chief Information Officer at General Electric, where he led the mergers & acquisitions, sourcing, IT, operations, and quality teams. Prior to joining General Electric, Gary was a partner at the Boston Consulting Group.
Gary received both his Bachelor of Arts in Economics, as well as his MBA from Harvard University.
Gary currently serves on the boards of Citigroup, Hewlett-Packard Enterprise, Box, Mu Sigma, and Turbonomic, among other companies.
* An overview of Zendesk’s business and the growth the company has experienced going from a startup to a $500 million public company in eleven years
* Tom’s responsibilities as COO which include IT responsibilities such as business analytics and security, as well as operational responsibilities such as go-to-market and customer-facing functions
* Tom’s perspective on the ever changing customer service world and how the company has been able to evolve by focusing on having an agile foundation while making sure the right technologies are in place.
* The difference in how CIO’s of traditional companies with monolithic systems and modern companies with cloud-based technology are trying to incorporate new technology to keep up with the competition.
* An overview of Tom’s adjustment from a retail company to Zendesk, as well as Tom’s perspective on how the CIO role has been reinvigorated over the past year going from back-office focused to customer-focused
* How reporting directly to the CEO has benefited Toms career by allowing him increased access conversations around value from the standpoint of operational improvement, and Tom’s advice for how CIOs can take on additional (CIO Plus) responsibilities, including leveraging the unique position of IT within the organization
* Tom’s advice to older companies looking to leverage modern technology, which includes trialing new software to see what works best for the company.
* Eye on the Trends: AI and machine learning
Tom is the Chief Operating Officer of Zendesk, a cloud-based provider customer service and engagement platform with nearly half a billion dollars in revenue. Tom joined Zendesk as Chief Information Officer, and has transferred many of those responsibilities to his role as Chief Operating Officer. In addition to IT, security, and analytics, Tom is primarily responsible for operations, go-to-market, and customer-facing functions.
Before joining Zendesk, Tom was the Executive Vice President of Global Product Operations and Chief Information Officer for Gap. Prior to Gap, Tom was the Senior Vice President and Chief Information Officer at L-Brands. Additionally, Tom invests in and advises a number of technology startups.
Tom received his Bachelors of Science in Systems Science from the University of West Florida.
Tom currently serves on the board of the Big Brothers Big Sisters of the Bay Area.
* An overview of PSAV’s business as well as Cathie’s key focus on stabilizing the IT environment and making technology an enabler for the business rather than a roadblock
* PSAV’s digital transformation, which is focused on the technician experience, business insight through data analytics, and looking to other industries for ideas
* How Cathie encourages her staff to find learning opportunities, such as sending them to spend a day in the field as a technician so they can understand the day-to-day as well as how the business makes money
* Cathie’s experience serving on a board, including her personal path to membership and the lessons she has learned in terms of leadership, such as watching managers deal with the challenge of growing without losing focus on the core vision of the business
* Cathie’s advice to peers looking to join a board, which centered around the importance of showing your interest, exposing yourself to organizations beyond your own, and joining impactful clubs to build your profile
* The state of women in IT, as well as Cathie’s perspective on getting more women involved in IT, including showing young women the benefits of IT, refuting the notion that women cannot be mothers and business leaders, and most importantly, giving women the crucial business experience to grow and develop
* Eye on the Trends: Blockchain, AI, and conversational user interfaces
Cathie is the Senior Vice President and Chief Information Officer at PSAV, the world’s largest event experiences company. As CIO, Cathie is responsible for ensuring that PSAV has the information solutions to improve effectiveness and efficiency in delivering services to customers.
Before joining PSAV, Cathie was the Executive Vice President and Chief Information Officer at the Hub Group. Prior to joining the Hub Group, Cathie held a number of executive IT positions at Motorola, including several divisional Chief Information Officer roles, and, most recently, Corporate Vice President of their Global Solutions and Services Operations. Before Motorola, Cathie was the Senior Vice President and Chief Information Officer at Tellabs. Cathie began her career at AT&T.
Cathie received her Bachelor of Science in Electrical Engineering from Purdue University and her MBA from the University of Chicago.
Cathie serves on the board of Northwestern Memorial Health Care.
* Kim’s purview at Lenovo, which includes leading the data center infrastructure segment, the high-performance computing and artificial intelligence segment, the software-defined infrastructure segment, and the IoT segment
* The three things boards and CEOs expect from their CIO, which are (1) to reimagine and define the customer experience, (2) extreme productivity, and (3) that they invent and deliver new products and services
* The values of having worked in technology-centric organizations and the advantages of having been both a buyer and a seller of technology, including being able to work with more knowledgeable customers
* The diversity of Lenovo, where the company’s top 25 executives represent 16 different nationalities, and a great many women hold executive leadership positions
* The benefits of Fu Pan, Lenovo’s unique take on the post-mortem analysis, which focuses on what went right and how to replicate it rather than what went wrong and how to avoid it
* Kim’s experience on corporate boards, and her belief that the end-to-end visibility and well-rounded set of experiences make technologists increasingly attractive for board membership
* Kim’s thoughts on the state of women in technology, including her belief that there are more than enough qualified women, but the challenge is that people recruit from their own network, which is often limited
* Eye on the Trends: private cloud, containers, micro-services, and 5G
Kim is the Senior Vice President and General Manager of Data Center Infrastructure at Lenovo, a multinational technology giant with $45 billion in revenue. In this role, Kim leads Lenovo’s data center infrastructure segment, high-performance computing and artificial intelligence segment, software-defined infrastructure segment, and the new IoT segment.
Prior to joining Lenovo, Kim was Chief Operating Officer of the Client, IoT, and Systems Architecture Group at Intel. Before that, she held several other senior executive positions at Intel including Corporate Vice President and CIO, and Vice President and General Manager of IT Operations and Services before that. Prior to joining Intel, Kim was Vice President and General Manager at Hewlett Packard Enterprise where she served customers in the Communications, Media and Entertainment industry. Before HPE, Kim was a Vice President at EDS. Kim spent the first two decades of her career at IBM.
Kim received a Bachelor of Science in Accounting and Business Management from Northeastern University, and an MBA from Cornell University.
Kim is a member of the board of directors for Boston Private, and previously sat on the boards of Cloudera, Riverbed Technology, among other companies.
* How GM has evolved over the years that Randy has spent as CIO including switching from an outsourced IT workforce to an entirely insourced one by hiring thousands of new IT employees, consolidating data center operations into two enterprise data centers, and expanding the footprint towards new talent by creating four innovation centers.
* Randy’s perspective on how GM has been able to cut costs by providing automation for manual processes and the importance of taking advantages of new technologies.
* How GM’s IT team has been able to innovate including delivering new products and services driven by technology by creating a mobile center for customers, and developing a private cloud to increase efficiency.
* An overview of GM’s organizational structure, which is a centralized organization with both a vertical executives that have teams and report up the line and horizontal executives that support the vertical executives.
* Randy’s take on GM’s recruiting successes and pitch which is made successful by having a large footprint and ability to reach a large audience of college graduates, giving graduates the ability to pick which innovation center to work for, and having a reputation of being a successful company that gives them a lot of choice and opportunity.
* Randy’s perspective on driverless cars and how the company has been working on Cruise Automation.
* Randy’s advice to boards of smaller companies including increasing the use of direct reports of global CIO’s due to their amount of talent and exposure to what is happening across a broad technology.
* Randy’s advice to CIO’s looking to be on a board of an external company as well as his advice to CEO’s who are hesitant to allow CIO’s of that opportunity to be more progressive as it is a win-win situation.
* Randy’s emphasis on the application of new technology and the importance of evaluating the advancements of technology annually in a period of time where failure to innovate will result in major losses.
Randy is the Senior Vice President of Global Information Technology and Chief Information Officer of General Motors, a Fortune 10 company with revenues exceeding $145 billion. As CIO, Randy is responsible for the global IT strategy and all the IT assets, and serves as a member of the executive leadership team. Since becoming CIO in 2012, Randy has lead a major transformation which has dramatically changed the company’s approach to IT.
Prior to joining General Motors, Randy served as the Executive Vice President and CIO of HP. Before joining HP, Randy spent six years at Dell where he was Senior Vice President and CIO. Earlier in his career, Randy spent 22 years at Walmart where he held many positions, eventually working his way up to Senior Vice President and Chief Information Officer.
Randy received his Bachelor of Science in Mathematics from The University of Arkansas, Fayetteville.
Randy serves on the Board of Directors for Dun & Bradstreet.
* An overview of Transmit Security and its goal of building a cross-channel identity platform that is designed to simplify, accelerate, and reduce the cost of identity-related projects
* The advantages to self-funding Transmit Security, including the strong drive and motivation to succeed that it instills
* An overview of the cybersecurity landscape, which includes network security, endpoint security, and identity
* The rationale behind starting Transmit Security – Mickey and Rakesh already founded companies in network security and endpoint security, so identity was the logical next step
* How Transmit Security is able to stay ahead of the competition by working closely with its customers and having a flexible, scalable platform that allows them to build capabilities extremely quickly
* The main criteria Mickey looks at when investing in startups, which is personal interest
Mickey is the Co-Founder and CEO of Transmit Security, a cybersecurity startup focused on building a cross-channel identity platform designed to simplify, accelerate, and reduce the cost of identity-related projects for large enterprises. Along with his Co-Founder and company President, Rakesh Loonkar, Mickey has positioned the self-funded company as a go-to security solution for enterprise.
Prior to founding Transmit Security, Mickey was the Founder and CEO of Trusteer, which was acquired in 2013 by IBM for $1 billion. Before founding Trusteer, Mickey was co-founder of Imperva, now a leader in web and database security.
Mickey has successfully invested in various cybersecurity startups including Skyfence, Aorato, Hyperwise, and Lacoon Security, among several others. Mickey holds board seats at several companies he has invested in.
Mickey received his Masters of Science in Computer Engineering from the Israel Institute of Technology (Technion), and his MBA from Ben Gurion University.