656: Raghu discusses thoughts on the future of multi-cloud strategy. Raghu recalls the lessons he learned during VMware’s cloud transformation and how it influenced the transformations VMware provides to its customers. He also described what he called “redefining the category” when it comes to innovating the multi-cloud strategy, broadening his ecosystem, and what it means for companies to be “cloud smart”. Finally, Raghu looks ahead at the future of cybersecurity preparedness and his recommendation for technology executives, the impacts of the pandemic on his business, and his perspectives on how it’s impacted his customer’s businesses, among other topics.
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655: Gadi discusses the third wave of artificial intelligence and the development of cognitive AI. Gadi provides an overview of the Emergent Artificial Intelligence Research Lab at Intel and the multidisciplinary nature of his team. He speaks on the history of artificial intelligence’s development, where the current limitations exist, and how we can continue to safeguard artificial intelligence from bad actors, among other topics.
654: Charu and Sanjib discuss the topic of creating a world-class digital customer experience. Charu shares how Alaska Airlines is tackling the innovation cycle and Sanjib shares how Ingram Micro makes this innovation cycle a core ethos of the organization. Sanjib also covers the four ways he is approaching innovation and using that to drive scale. Finally, Charu discusses realizing tangible business value through innovation and how Alaska Airlines is using data to personalize the guest experience.
653: Fred covers the genesis of the Net Promoter Score and why customer-centricity should be every company’s focus. Fred talks about the lessons he learned when spending time with CEOs of customer-focused companies and how they relate to his metric for measuring customer lives enriched. He covers the common ways that NPS has been misused, practices that NPS has led to remarkable success, and how this holds true for even digital native companies. He also discusses the employee side of the equation as it relates to recruiting talent, enriching employee lives, and fostering greater degrees of customer-centricity across the organization. Finally, Fred hones in on why the nuance of enriching a customer’s life is an important distinction to enriching a company’s outputs.
652: Vince discusses how he is creating a digital thread throughout the conglomerate. Vince gives an overview of Raytheon Technologies, its merger with United Technologies, and the two sides of his purview. He describes what the digital thread at the company looks like and how it has accelerated the pace at which the company can create minimal viable products in the space. Vince also covers how he brings both unique and common solutions to the companies under the Raytheon umbrella, how he has curated his team at the company, and how he leverages an ecosystem of partners to accomplish the speed of innovation he seeks to achieve. Finally, Vince talks about his 70-20-10 philosophy behind investing in innovation, developing a sound data strategy, and the tech trends that he believes will change the aerospace industry down the road.
651: Raghu covers the way he is using digital to enhance the customer experience of the dine-in restaurants in the company’s portfolio of brands. Raghu discusses to what degree his team creates unique solutions across its brands and when these solutions become commonly adopted across all brands under the company’s umbrella as well as how franchisees play a role in the adoption of these solutions. He also talks about the recruiting practices the company follows to hire the right talent during its significant digital transformation, why he thinks of himself as a business leader first and technologist second, and how he inspires his team to think of themselves as both customers and colleagues. Finally, Raghu gives his perspective on tech trends that are on his radar and how he leverages these trends to innovate at the company.
650: Mike discusses the expansion of his role in the client-facing side of the business and leveraging actionable insights from an ocean of data. Mike begins with an overview of Alorica’s business, what his purview as CIDO consists of, and how he is focusing on the consumer in his role. He also talks about developing a strong data foundation at Alorica and how he thinks about building the technology ecosystem to drive the data strategy at the company. Finally, Mike gives his perspective on how his background in multiple disciplines has helped him in his new role, the key elements to his success, and what trends in technology are on the horizon.
649: In this interview, Kathy discusses how she is driving the modernization and simplification efforts at the company to evolve the customer interactions from a digital perspective. Kathy also gives her perspective on the war for talent and how her experience starting her role during the pandemic has informed her view on remote onboarding. Finally, she shares a few lessons learned from her diverse array of experiences, what the future of women in tech looks like, and the various trends in technology that she is keeping her eye on.
648: Diogo discusses the areas of opportunity in the drug discovery industry that technology has helped accelerate. He starts with his strategic priorities in his first year as CIDO and what attracted him to this complex industry. Diogo then expands upon the data strategy of the company and how machine learning is accelerating drug discovery. Finally, he talks about how he has harnessed the talent in the Indianapolis area, long-lasting changes from the pandemic, and the keys to success in Diogo’s diverse career.
647: Bill discusses the expansion of the technology leader’s role and its growing impact on the company’s interactions with customers. Bill begins with what his joint responsibility consists of and the power it holds under one executive’s responsibilities. He explains how people are the most important asset of a company and MetLife’s investments in talent to retain its skilled workforce. Finally, Bill gives his perspective on being cognizant of customer experiences outside his industry to ensure he is providing the best service to his customers and the company’s natural coopetition with InsurTech companies in the space.
