We’re in the middle of a healthcare revolution – and artificial intelligence is going to make the difference. AI can help us diagnose diseases faster, deliver care more effectively, improve outcomes, and increase accountability.To learn more, we speak with Kimberly Powell, vice president of healthcare at NVIDIA, and Daniel Kraft, a Stanford and Harvard trained physician-scientist, inventor, entrepreneur, and innovator serving as Chair of the XPRIZE Pandemic Alliance Task Force.The conversation covers topics including the impact of AI and natural language processing (NLP) for healthcare organizations, electronic medical records, healthcare AI startups, and much more:-- AI and machine learning in healthcare-- AI in drug discovery and development-- Why AI is important in healthcare-- Obstacles to adoption of AI in healthcare-- How to democratize healthcare data and healthcare ai-- Managing security and privacy of healthcare data-- Data science and bioinformatics-- Educational resources for healthcare AI startups-- Clinical decision support and trusted AI systems-- How AI will change healthcare and medical practiceRead the complete transcript: https://www.cxotalk.com/episode/how-can-ai-improve-healthcareSubscribe to our newsletter to learn more from the world's top innovators: https://www.cxotalk.com/subscribeNominate a guest to appear on CXOTalk: https://www.cxotalk.com/nominate

Modern drug discovery relies heavily on predictive analytics, artificial intelligence, and machine learning. As a result, many large pharma and biotech companies are using data science to drive innovation in drug discovery. We speak with Dr. Bülent Kızıltan, Head of Causal & Predictive Analytics • Data Science & AI at the Novartis AI Innovation Center to learn more about the pharmaceutical industry.Read the complete transcript and see other CXOTalk interviews: https://www.cxotalk.com/episode/data-science-predictive-analytics-ai-drug-discovery-novartisSubscribe to our newsletter: https://www.cxotalk.com/subscribe The conversation includes a discussion of these topics:-- AI and data science in pharma-- Talent management and diverse teams in pharma-- Using AI and data science in drug discovery and precision medicine-- Challenges in drug discovery and precision medicine-- How Novartis engages community around AI awareness-- Managing bias in data science and AI-- What are the differences between lab-based and AI-based approaches to drug discovery?-- Advice to business leaders on managing AI teamsDr. Bülent Kızıltan is a scientist and an executive who drives innovation by combining an entrepreneurial mindset with scientific excellence. Currently, he is leading innovation efforts focused on Causal and Predictive Analytics at Novartis. Dr. Kızıltan holds a PhD in astrophysics with a focus on applied mathematics, two MSc degrees in astronomy and astrophysics with a focus on statistics, and graduated summa cum laude as valedictorian with a BSc in physics.

Scott O’Neil is one of the top sports and entertainment CEO's in the world. In this episode of CXOTalk, he shares practical and personal lessons on how to lead and grow a team. Scott's new book is called Be Where Your Feet Are.The conversation covers these topics:-- About Scott O'Neil and the book: “Be Where Your Feet Are”-- The struggle for authenticity-- Lessons from a sports and entertainment CEO-- Managing high-performing talent-- Impact of negative social media on high performers-- “My true love is building teams and developing talent”-- How to manage psychological well-being for high-performance and professional athletes?-- What is a purpose-driven enterprise?-- Scott O’Neil on blockchain-- How does a company develop its ethics and corporate culture?Scott O’Neil is the former Chief Executive Officer of Harris Blitzer Sports & Entertainment. A decade-long Alternate Governor for the NBA and NHL, O’Neil was acting CEO over all properties in HBSE’s dynamic, global portfolio, including marquee teams, the NBA’s Philadelphia 76ers and NHL’s New Jersey Devils. He is also the Co-Managing Partner and Founding Board Member of Elevate Sports Ventures, a best-in-class sports and entertainment consultancy founded in partnership between HBSE, the San Francisco 49ers, Live Nation, Ticketmaster and Oak View Group. A former President of Madison Square Garden Sports, O’Neil was the key architect in some of the largest venue sponsorship deals in history, while overseeing the iconic New York Knicks (NBA) and New York Rangers (NHL).

Workday’s Chano Fernandez is in a unique position to discuss the changing landscape of our workforce, remote work, and the future of work. As co-CEO of Workday, Fernandez leads the company’s journey to provide software that helps organizations manage and grow their workforce.The wide-ranging conversation with Chano covered these topics:-- What do customers expect from Workday?-- Hybrid work and work from home-- How Workday builds corporate culture despite hybrid work and work from home-- Importance of culture to Workday’s CEO-- How important is employee experience to Workday?-- What is a purpose-driven enterprise?-- How does Workday measure achieving cultural goals?-- Diversity and inclusion at WorkdayChano Fernandez is co-CEO at Workday and is responsible for the entire customer relationship, which spans acquisition, services, customer success, and customer support. He is also a member of the company’s board of directors.

#DigitalTransformation #CIO #ChiefDigitalOfficerPhilip Morris International is going through a digital transformation and wants to become a digital leader. The large tobacco company, with over $76 billion in revenue, believes the industry cannot continue with its current business model. Instead, the company has embraced technology to drive efficiency and change how it develops and markets new products.Subscribe to the CXOTalk newsletter: https://www.cxotalk.com/subscribeRead the complete transcript: https://www.cxotalk.com/episode/digital-transformation-philip-morrisWe speak with Michael Voegele, the company's Chief Digital & Information Officer to explore the technology and business dimensions of this significant business transformation. In this role, he serves as both Chief Digital Officer and Chief Information Officer.Here are key topics we discuss:-- About the CIO and Chief Digital Officer roles-- Culture change and change agents-- What are key skills that innovative CIOs must possess?-- Digital transformation and customer-centricity-- How to build a digital business?-- Using data to become customer-centric?-- Advice for Chief Information Officers-- Is the digital transformation journey ever complete?Michael Voegele became Chief Digital & Information Officer in March 2021. Mr. Voegele joined Philip Morris International in 2019 as Chief Technology Officer. Before joining PMI, he worked for Adidas from 2011 to 2018. There, he first served as Vice President, Group Functions, and Head of Enterprise Architecture and went on to become Senior Vice President, IT Sales. Since 2015, Mr. Voegele served as Global Chief Information Officer and was appointed to the core leadership team in January 2017.=========FROM THE EPISODE:Digital transformation and customer-centricityMichael Krigsman: Can you relate this back to PMI and to your work at PMI in terms of how you think about transformation and the connection back to customers and to the changes going on in society around you?Michael Voegele: The more internal classic things of looking at this, so how do we simplify our legacy world? How do we standardize around the processes and maybe adjust or change the way we have been doing things for many, many years?Then you talk about digitizing certain aspects of the business, but then also moving into automation, utilizing AI and ML to help us to do things more automated or even a better way in version and quality. Those things we can do in finance, you can do those things in P&C. You can do those things in the supply chain, in the manufacturing area.When we talk about, for instance, a very simple example in our manufacturing environments, the manufacturing of our products is very sensitive to climate change within the manufacturing environment. How do we use AI and ML to optimize the quality of our products by providing the right conditions via the HVAC in those factories? Very simple examples how technology can help us to produce better products in a way that we have never been able to do it before because we have been monitoring more manually and adjusting the air conditions and the air humidity.On the other side, with our smoke-free products, have now a little bit more freedom in the context of how we can create awareness about the category and the benefits of the category. Now we are moving, like many companies, more and more into a direct engagement with our consumers to show them the scientific substantiation behind it that our 500 scientists have created in our Neuchatel research facility.We can show them how it impacts their personal health. We can actually go...

The San Francisco Opera is one of the world’s leading performing arts organizations, with an annual operating budget of $30 million. How did this renowned company use digital technology to adapt its business models and performances during the last year? Matthew Shilvock, General Director of the San Francisco Opera, describes the digital transformation strategy and technologies the company has used during this last year of rapid change.We discussed these topics during the conversation:-- About the San Francisco Opera-- Digital transformation and the SF Opera-- Impact of the pandemic on performing artists-- Customer experience and audience expectations at the San Francisco Opera-- What does innovation mean to the SF Opera?-- Creating authenticity and spontaneity at the SF Opera-- How does digital transformation impact performance?-- Musician’s perspective on digital transformation-- Advice on how to listen to operaMatthew Shilvock is the Tad and Dianne Taube General Director of San Francisco Opera. Now in his fifth season as general director, Shilvock is responsible for all artistic and business aspects of the organization, overseeing a repertory season of mainstage opera productions and concerts, education and community programming, new digital initiatives, and young artist training programs.

The Chief Marketing Officer (CMO) role has evolved dramatically since the late ’90s, when marketers were focused on closing business deals with customers. While some of the fundamentals have remained constant over the years — for example, customer-facing teams need to connect marketing efforts back to sales goals –the way CMOs execute their jobs is fundamentally different from when they started out decades ago. Marketing has become data-driven and, as a result, CMOs now play larger roles in key corporate functions such as HR, finance, and IT.The conversation covers these topics:-- What is a Chief Marketing Officer?-- How to plan and allocate marketing investments?-- Customer experience and the CMO-- What is a purpose-driven business?-- CMO and marketing executives as change agentsWe explore the CMO role with two prominent marketing leaders: Suzanne Kounkel, Chief Marketing Officer of Deloitte, and Norman de Greve, the Chief Marketing Officer for CVS Health.

Sustainability is an important goal for many business leaders and organizations, but what does it mean and where should we start? The Chief Sustainability Officer of Dassault Systèmes, Alice Steenland, answers these questions and shares the leadership skills needed to be successful with sustainability.The conversation includes these topics:-- What is the Chief Sustainability Officer's role?-- What is sustainable development?-- What are the components of sustainability in business?-- Sustainable business practices: social development and economic development-- Sustainability and ethical leadership-- What is the impact of Bitcoin on sustainability?-- Sustainability principles and data centers-- Culture change and sustainable practices-- How to get started with sustainable developmentAlice Steenland joined Dassault Systèmes in 2020 as the company’s first Chief Sustainability Officer. Previously, she was the founding Chief Corporate Responsibility Officer at AXA Group, where she helped the company rise to a leading position in global sustainability rankings, thanks in part to a pioneering responsible investment strategy including the landmark decision to divest from coal and, later, tobacco.Subscribe to the CXOTalk newsletter: https://www.cxotalk.com/subscribeRead the complete transcript: https://www.cxotalk.com/episode/sustainability-executive-playbook===Read the excerpt from the conversation:Michael Krigsman: There's a kind of rising tide of interest in sustainability. What does it actually mean? In the press, it's kind of used in a very loose way.Alice Steenland: I've been in this space, as I mentioned, for a long time. I have seen, in very different parts of the world, it actually has different connotations.It's not only a word that can be used very differently in English. So, I'm an American. I've used this word for a long time.Not only does it have different interpretations here, but different interpretations across the world. I'll give you one definition – actually, two, if I can.The first one is the actual meaning of the word sustainability, the original meaning, which was to say, if I am a sustainable company or sustainable organization, it means I will be here in 20, 30, 40 years. I can sustain my activity.That's where the original concept came from, which is that if you are not taking into account environmental issues, social issues; if you are not in sync with the society in which you're living in or you're operating in; your company is probably not going to be there in a long time. That's actually, from an investment perspective or financial perspective, what we've seen. We've seen, for many years, sustainable or ESG high performers basically outperforming the market over long periods of time.I think that's one way to think of it. It really is about the sustainability, the viability of the organization over time.The second way of thinking about it is this ESG terminology: environmental, social, and governance issues. This is the definition used by the investment community to talk about sustainability. It just gives you an idea of what are some of the things that they're looking at.In fact, a funny fact is that they used to call this extra-financial or non-financial information, which essentially meant that any indicator, any process, or any information about the organization that is not purely about revenues and sales can be considered material from an ESG perspective. So, it is a very broad topic.What are the components of sustainability in business?Michael Krigsman: When you, as a sustainability professional,...

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-teamsSubscribe 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.

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 CEOEric 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-experienceSubscribe to the CXOTalk newsletter: https://www.cxotalk.com/subscribe===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.