605: In this interview, Danielle Brown, SVP and CIO of Whirlpool, focuses on the digital consumer journey and how technology plays a role in the strategic imperatives of the company. Danielle shares the four major strategic imperatives of the company and provides background on how the IT organization partners with the rest of the business in cross-functional teams and uses data and analytics to meet those imperatives. She also describes how Whirlpool redefines products and continues to innovate and engage with consumers on their digital journey from start to finish. Danielle also gives insight into how she is maintaining a modern technology footprint at Whirlpool as well as how cybersecurity plays a role in the company’s overall strategy. Finally, she gives her perspective on the state of women of color in leadership positions in IT organizations, provides advice for aspiring board-level CIOs, and looks ahead at a few trends in technology that her team is looking at.

Also available on YouTube:

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This episode is sponsored by Transmit Security.

597: Mamatha Chamarthi, Head of Software Business and Product Management P&L at Stellantis, focuses on the future of autonomous vehicles. Mamatha explains her purview as Head of Software Business & Product Management P&L and describes a trend she sees of technology leaders taking on greater responsibilities on the business and P&L side of the enterprise. She gives insight into the growing opportunities for advancement in autonomous driving and electric vehicles, the coopetition and ecosystems necessary in attaining higher levels of autonomy, and where we are in the journey towards Level 4 and 5 automation. Finally, Mamatha talks about how her global work experience shapes her leadership style, why it is important to have women leaders in technology and business, and what additional trends in technology her team looks to leverage in the future.

Also available on YouTube:

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This episode is sponsored by Quickbase.

523: Stanley Black & Decker CIO Rhonda Gass discusses

  • Why Rhonda formed an enterprise IT organization to consolidate all of IT across the company 
  • Why Rhonda has aligned IT to the company’s three strategic pillars: financial performance, innovation, and responsibility
  • The company’s North Star innovation model, which has the data platform positioned at the core and 4 interconnected platforms
  • Ways in which IT’s standardization and modernization helped prepare the company for the pandemic
  • The company’s 4 top priorities once the pandemic hit
  • Rhonda’s path to a public board
  • Her advice to others wishing to do the same

Among a variety of other topics. 

497: Cushman & Wakefield CIO & CDO Adam Stanley discusses 

  • Adam’s view on working from home
  • Why Adam moved from Chicago to Austin
  • Adam’s belief that technology cannot replicate the full in person work experience
  • Adam’s advice for those looking to make a positive change in social justice
  • Why every board of a Fortune 500 company needs to demand a quarterly diversity report
  • Some of the recruiting tools that are looking to take away subconscious bias out of recruiting
  • Adam’s advice for CIOs looking to join boards
  • Adam’s interest in technologies that positively impact the environment
  • How the pace of technological change is faster today than ever before

Among a variety of other topics.

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This episode is sponsored by Zoho and Sykes

In this interview, we discuss 

  • Atish’s career path and his experience as CIO of a technology giant
  • How the CIO role is more similar to CTO roles that he has held in the past
  • The three main functions he oversees
  • His thoughts on the two biggest ways COVID will change the business world
  • The value an executive with technology expertise can bring to a corporate board

Among a variety of other topics.

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This episode is sponsored by Zoho.

In this interview, we discuss

  • Daphne’s transition from the CIO role to the boardroom advising CIOs
  • How the CIO role has dramatically evolved over her career
  • Daphne’s advice for CIOs looking to join boards
  • Why non-for-profit boards is a good stepping stone for for profit boards
  • How CIOS can bring a defensive and offensive mindset to the boardroom 
  • Daphne’s experience across three different boards
  • Daphne’s view on the progress of women in technology

Among a variety of other topics.

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This episode is sponsored by Zoho.

443: In this interview, Sanjeev 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.

Previously: Listen to our interview with AES CEO Andres Gluski.

433: 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. 

 

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.

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.