338 episodes

Interviews with the world's most innovative leaders. Hosted by respected Industry Analyst Michael Krigsman.

See our free video library: https://www.cxotalk.com

CXOTalk Michael Krigsman

    • Technology
    • 4.9 • 33 Ratings

Interviews with the world's most innovative leaders. Hosted by respected Industry Analyst Michael Krigsman.

See our free video library: https://www.cxotalk.com

    How to Manage Data and Analytics Teams?

    How to Manage Data and Analytics Teams?

    Despite the importance of data and analytics, managing data science teams present a range of opportunities and challenges. We speak with Sol Rashidi, Chief Analytics Officer at Estee Lauder, who explains various types of data and offers advice on managing analytics teams.

    The conversation covers these topics:

    -- What does a chief analytics officer do?
    -- Data acquisition and data gathering
    -- How to align data science and analytics with Finance?
    -- Data and analytics vs. opinion and intuition
    -- How to reduce bias in data science?
    -- What are critical aspects of organizational maturity in data science and analytics?
    -- How to encourage organizational cooperation?
    -- Advice for business leaders

    Read the full transcript: https://www.cxotalk.com/episode/how-manage-data-analytics-teams
    Subscribe to the CXOTalk newsletter: https://www.cxotalk.com/subscribe

    Sol Rashidi currently holds 7 patents, with 21 filed in the Data & Analytics space and is a keynote speaker at several technology conferences speaking on various topics such as Machine Learning, Data & Analytics, and Emerging Operating Models for organizations taking on transformations in the D&A space. Prior to joining Estee Lauder as their Chief Analytics Officer, Sol was the Chief Data & Analytics Officer for Merck, EVP and CDO for Sony Music, and Chief Data & Cognitive officer for Royal Caribbean.

    • 38 min
    Zoom CEO Eric S. Yuan: How to Manage Customer Experience?

    Zoom CEO Eric S. Yuan: How to Manage Customer Experience?

    How does the CEO of Zoom, Eric S. Yuan, manage the company's massive growth while retaining a focus on customer experience and customer delight? In this episode, one of the most successful entrepreneurs in the world explains his customer experience strategy, the importance of meeting customer expectations, and the impact of organizational culture.

    This episode includes a discussion of the following topics:

    -- What does customer happiness mean for Zoom?
    -- Why is company culture important?
    -- How does company culture affect product development?
    -- How fast has Zoom grown?
    -- How to balance customer experience and business profitability?
    -- How to overcome the difficulties in the remote working period?
    -- How does Zoom encourage employee well-being?
    -- How does Zoom balance profitability against innovation?
    -- What is the post-pandemic future of work?
    -- Advice to business leaders from Eric Yuan, Zoom CEO

    Eric S. Yuan founded Zoom in 2011 to deliver happiness and bring teams together to get more done in a frictionless video environment. Zoom’s video-first unified communications platform continues to dramatically transform the way leading global enterprise companies communicate. Under Eric’s leadership, Zoom was one of the highest-performing tech IPOs of 2019.

    Read the complete transcript: https://www.cxotalk.com/episode/zoom-ceo-eric-s-yuan-how-manage-customer-experience

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    From the episode:

    What does customer happiness mean for Zoom?

    Michael Krigsman: Eric, we met about – what, now – I guess about five years ago. Since that time, Zoom has entered the language as a verb. So much has changed, and so tell us very briefly what's going on with Zoom right now.

    Eric Yuan: Thank you, Michael. You are so right. Since we met (five or six years ago) I think a lot of things have changed. Three years ago, we became a public company while working so hard, the folks, on innovation.

    Last year, on many fronts, that was extremely challenging. But the good news is, finally, I think, our dream is coming true to leverage our technology to truly have the world, have the people, stay connected during the pandemic crisis time.

    I can tell you we're very excited about our future. But again, I think one thing that has not changed is the amount of work. It's still a lot.

    Michael Krigsman: I remember when we first met. You spoke a lot about customer happiness. How do you think about customer happiness today at the size, the scale that Zoom is at?

    Eric Yuan: Customer happiness is still our core value. That has not changed at all. Actually, we do feel more responsibility. We needed to do more because, prior to the pandemic crisis, Zoom was built to serve for enterprise, business, or government customers.

    But since last year, we had so many new users, consumers, new use cases, we feel like we've had more responsibility. Not only do we deliver happiness to the enterprise customers, but also we would like to embrace all those new use cases and do more to care about them.

    • 41 min
    What is a CFO? ServiceNow Chief Financial Officer Explains

    What is a CFO? ServiceNow Chief Financial Officer Explains

    How can modern Chief Financial Officers drive innovation and business transformation? The CFO of cloud computing enterprise software company, ServiceNow, Gina Mastantuono, explains CFO transformation, including how she collaborates with other business leaders such as the company’s Chief Information Officer.

    Aside from discussing Chief Financial Officer responsibilities, the conversation includes:
    -- What does a Chief Financial Officer do?
    -- What is the CFO leadership role?
    -- Why is the CFO / CIO relationship important?
    -- Why is the CFO the Chief Transformation Officer?
    -- Cross-team collaboration and the CFO
    -- Balancing short-term needs vs. long-term investment
    -- Talent management, human resources, and the CFO
    -- Advice to Chief Information Officers
    -- Women in technology and business
    -- Advice for women on joining boards of directors

    At ServiceNow, Gina Mastantuono is developing and leading world-class teams focused on driving customer success. As Chief Financial Officer, her global organization spans all aspects of Finance, including Accounting, Risk & Compliance, Payroll, Tax, Investor Relations & Treasury, Real Estate & Workplace Services, and more.

    Read the complete transcript: https://www.cxotalk.com/episode/what-cfo-servicenow-chief-financial-officer-explains

    Subscribe to the CXOTalk newsletter: https://www.cxotalk.com/subscribe

    From the conversation:

    What does a Chief Financial Officer do?

    Michael Krigsman: We have this image of the historical, traditional CIO as kind of like an advanced accountant bean counter, you know, with the green eyeshade. Yet, you're talking about digital transformation. I know that there is the innovation role as well. What's going on with the CIO role, and how accurate does that green eyeshade image?

    Gina Mastantuono: The CFO is the image that you are talking about as the bean counter, right? It's definitely an outdated image. I'm definitely not the typical image of a CFO.

    We are really no longer just bean counters with the fierce grip on the checkbook. Right now, a major growth driver for many companies is digital transformation and CFOs are playing a key role in not just enabling that transformation but driving it. Being a CFO today is all about strategy, understanding those growth levers that drive the business, and the investments that are needed to get us where we need to go.

    It's also about leadership. Gone are the days when all leaders needed was a strong IQ. Today's leaders really need to have a high level of EQ as well. They need to lead with compassion and empathy. Especially in today's COVID-19 environment, leaders must ask every day how they're helping employees navigate the new normal.

    What is the CFO leadership role?

    Michael Krigsman: I'm slightly taken aback, in a way, to hear you talk about leadership, empathy, driving digital transformation, again because I have, in the back of my mind, the stereotype of a traditional CFO. I guess we could say your role, it's a leadership role with an emphasis on the finances and investing? Is that an accurate way to say it?

    Gina Mastantuono: Absolutely. I think the leadership piece is so important and the role of the CFO really has evolved over the last five, ten years. Even in the last year, COVID-19 has really elevated the CFO role.

    We're playing a pivotal role in guiding organizations through the crisis. We're essential to the strategic decisions that are going to help our companies not only survive the current climate but come out stronger on the other side.

    What I think is especially interesting is that we now must have a...

    • 43 min
    Former Best Buy CEO: Purpose-Driven Business Transformation

    Former Best Buy CEO: Purpose-Driven Business Transformation

    #BusinessTransformation #DigitalTransformation

    How can a large organization apply purpose-driven principles to create meaningful business transformation? The former CEO of Best Buy, Hubert Joly, explains purpose-driven, digital business transformation by presenting the Best Buy company strategy he created.

    The discussion includes these topics:
    -- About Hubert Joly's book: The Heart of Business
    -- Why did Best Buy have trouble in 2012?
    -- Driving efficiency with respect for people
    -- What is purpose-driven transformation?
    -- Efficiency vs. cultural transformation
    -- Importance of customer experience at Best Buy
    -- Customer experience and corporate culture
    -- How do you balance staff and management?

    Watch the video and read the complete transcript:

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    Hubert Joly is the author of THE HEART OF BUSINESS: Leadership Principles for the Next Era of Capitalism. He is the former Chairman and Chief Executive Officer of Best Buy and is now a senior lecturer at Harvard Business School. He is also a member of the board of directors of Johnson & Johnson and Ralph Lauren Corporation, a member of the International Advisory Board of HEC Paris, and a Trustee of the Minneapolis Institute of Art. Joly has been recognized as one of the top 100 CEOs in the world by the Harvard Business Review, one of the top 30 CEOs in the world by Barron’s and one of the top 10 CEOs in the U.S. by Glassdoor.

    From the conversation:

    What is purpose-driven transformation?
    Michael Krigsman: Let's talk about purpose for a moment. We do hear this term kind of popping up everywhere. I think very often it's a good, politically correct, motherhood and apple pie kind of, you know, it feels good, but there is no real substance. How do we convert that into something substantive and meaningful?

    Hubert Joly: Yeah, so let me make it really concrete and share some of the lessons learned along the way. I'll tell you that it was challenging. This was not a walk in the park. As a result, we've learned a lot [laughter], frankly, during that time.

    Back in 2016, as we were looking to accelerate our growth, we did the good work around market research, segmentation, targeting, positioning – what I teach my students at Harvard Business School in the marketing course. Then we also wanted to go beyond that and started to think about our why – maybe influenced by Simon Sinek – why do we exist?

    That's where we came up with the concept, actually said it, "We are not a retailer. We are not a retailer. We are a company that's in the business of enriching lives through technology by addressing key human needs."

    Defining your purpose, I think you find a company purpose at the intersection between four circles:

    What the world needs. What are the human needs you're trying to address?
    What you are uniquely good at.
    What you are passionate about.
    Then, of course, how you can make money.
    This is real substantive. This is not philanthropy. This is not CSR or OESG. This is a business discussion.

    The benefit of defining the business in terms of its purpose is that, number one, it vastly expands the addressable market. There are a couple of examples of that.

    That's how, at Best Buy, we went into the healthcare space helping aging seniors live and stay in their home independently longer by placing sensors under their bed, under their sofa, in the kitchen, in the bathroom. Fall...

    • 47 min
    Chief Information Officer: Enterprise AI and the CIO

    Chief Information Officer: Enterprise AI and the CIO

    How should Chief Information Officers manage AI in the enterprise, and what challenges may arise? Every CIO must consider these questions from both enterprise technology and business leadership perspectives.

    Author and AI investor Ash Fontana explains the CIO role and CIO responsibilities when developing organizational capabilities for AI, which he calls the AI-first company.

    The conversation covers these essential topics:
    -- What are the CIO’s first steps to adopting enterprise AI?
    -- How should CIOs start with enterprise AI?
    -- How much technical knowledge about machine learning models should business leaders possess?
    -- What are “data learning effects”?
    -- What is Lean AI?
    -- Should the CIO or CTO be responsible for investments in AI?
    -- Culture change and AI adoption
    -- Enterprise AI investment and financial return
    -- How to overcome obstacles to AI adoption in the enterprise?

    Read the full transcript and watch other videos: https://www.cxotalk.com/episode/chief-information-officer-enterprise-ai-cio
    Subscribe to our newsletter: https://www.cxotalk.com/subscribe

    Ash Fontana is author of the book The AI-First Company. He is an investor focused on AI-first companies at Zetta Venture Partners since 2014. Before Zetta, Ash launched syndicates at AngelList - the biggest startup investing platform in the world that now manages over $2B. Simultaneously, Ash made investments in Canva, Mixmax and others.


    A few excerpts from the conversation:

    Michael Krigsman: In effect, what you're saying is this part of the company that's focused around AI, ideally, it would be the entire company, but let's just start small. This part of the company is using the delivery, using the use of AI tools, and then the delivery of outcomes relating to those tools as its kind of organizing principle. Is that an accurate way to summarize it?

    Ash Fontana: Yeah, I think that's a good way to summarize it. But again, there's so much nuance across the board here around the degree to which you focus on this, depending on where you're at in your journey, depending on whether you're at the phase where you're just experimenting with a few models to sort of test, like, can we actually make this prediction about the demand of the thing we're selling, the demand of the apparel we're selling next season? Can we make a prediction about a trend in this industry with our consumers, whether they're going to buy this or that color next season? Can we actually make a prediction around this delivery time in our supply chain? Can we do that?

    Are you at this stage where you're experimenting with that and really trying to discover from the data that you have whether you can do that? If so, the degree to which you invest in data collection, data infrastructure, and the degree to which you jump in the deep end of machine learning different models is very different to the point at which you've done those experiments, you're sure that you can make these predictions, and you want to really double down.

    This is where I introduce this concept of latent AI. But again, I think that's a good way to put it. There's a lot of nuance depending on the phase you're at. Different parts of your organization can mean different parts of the journey.

    The part of your organization that is on the marketing side can be really far ahead on the AI journey because there's a lot of data available to survey customers and run predictive models around what different segments will do and how they behave, whereas the part of the organization that's responsible for production might be a bit further back or earlier in the journey because fully...

    • 39 min
    What is Digital Identity?

    What is Digital Identity?

    #ChiefInformationOfficer #CIO #DigitalIdentity

    Every Chief Information Officer (CIO) should understand digital identity and why is it important. A world expert on this topic, Eric Haller, the Executive Vice President and Group Head of Experian DataLabs, explains and shares his advice.

    The conversation covers these topics:

    -- What is digital identity?
    -- How do you establish digital identity?
    -- How to improve digital identity?
    -- How can we protect against AI-generated deep fakes?
    -- What is the intersection of digital identity and GPT-3?
    -- Blockchain and digital identity
    -- Societal implications of digital identity
    -- Advice to businesses and policymakers on digital identity

    Check out our website: https://www.cxotalk.com/episode/what-digital-identity-why-it-matters
    Subscribe now: https://www.cxotalk.com/episode/subscribe

    Experian DataLabs is the research and development organization within Experian. It was established in 2011 to drive the creation of new products and services from breakthrough experimentation across Experian’s businesses in 37 countries. Labs are located in London, Sao Paulo, Singapore, and San Diego.

    • 44 min

Customer Reviews

4.9 out of 5
33 Ratings

33 Ratings

Clarisse Gomez ,

Awesome Podcast!!!

Michael, host of the Interviews: Business and Tec‪h‬ podcast, highlights all aspects of technology and more in this can’t miss podcast! The host and expert guests offer insightful advice and information that is helpful to anyone that listens!

J. Barshop ,

Awesome show, highly recommend!

Michael and his guests provide some incredibly actionable and compelling content on how to effectively grow your business through world-class CX.

Highly recommend listening and subscribing to CXOTALK if you want the knowledge AND mindsets to build a brand customers flock to (and reach your overall business goals as a result)!

I001962 ,

Solid - EVERY episode

No fluff, No native ads, just solid content that folks working in or selling to enterprises may find interesting.

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