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    Tech Vision 2020: Paul Daugherty Keynote San Francisco


    Paul Daugherty: Hello and welcome to Tech Vision 2020 Some of you have been to the event before and this is an event we do every year and it's our 20th event actually, so if you look here, we've been doing the Tech Vision for a while

    So it's the 20th year of doing the Tech Vision and it's 2020 Vision as well So we like to think we're going to have particular clarity this year when we look at the Vision as well But what we do every year is we try to take a different look than what a lot of other organizations do And we try to look at what's happening with technology and business and present a forecast for how it's changing, So it's not a list of the trends of what's going to be important, you know, the top ten list of what are the most relevant technologies It's really about how do executives and leaders at companies or organizations think about what's really happening with all the changes around the world and make better business decisions, make better decisions about where things are going

    And if you look back over the course of the evolution of our vision, we've been doing this, as I said, for 20 years But if you go back, you know, eight years, we had a seminal moment where we had a vision, we launched it at an event like this and we said, what you see up there at the top, which is every business is a digital business and that was in 2013 And at the time, people said, you know, kind of said you're crazy And that's digital is about some industries, some companies, but it's not me But quickly, every business started realizing they were a digital business and that became the code phrase for the last seven or eight years, which is companies realizing that digital was the defining trend of the time

    And we marched on and talked about the technology of business through some of our other visions over the years there and one thing we did in the in 2014 that I'll come back to, is in 2014, we talked about this idea that from digitally disrupted to digital disruptor, from disrupted to disruptor We made the prediction that many, many and most of the winners in the digital world would be traditional organizations not the digital natives Digital natives would certainly play a role, but we made a prediction that traditional enterprises, traditional companies would be big movers and shakers in digital And we're going to talk a little bit more about that this year and that's a lot of what we've seen happen over the last seven or eight years as well Then we moved on and started talking about a different set of themes from the technology of digital to the role – the impact on people

    People first, we start talking about the human impact of technology and spent a few years of our vision talking about that And that was really important Then we started talking about the organizational impacts as well, what this really meant to organizations And that led to last year, anybody that was here last year? Yeah, a number of people were here last year So last year's vision was the Post-Digital Era is Upon Us and people said, well, what are you talking about Post-Digital? What does that mean? And what we meant by post-digital is that in a world where digital is everywhere, doing digital wasn't enough to compete and differentiate and that's what we mean by post-digital

    Digital still is important Digital is everywhere, but when digital is everywhere, you need to think differently and compete differently and that's what we meant by the post-digital environment So that leads to the question of what's next? And we'll get there in a minute But before I get to what's next, just two points I'd like to make One is how many of you like technology? We're in San Francisco at Salesforce Tower, so it might be a correlation

    But people love technology It's human nature would really love technology We like tech – we are attracted to it We'd like to use it, not just you know tech phones and things, but for the history of humanity, we've loved technology The second point I'd like to make is about exponential technology and what's happening

    You've heard many people say it, you know, exponentially increasing curves, continuous innovation Let me – rather than talking about – the last several years, I've talked about exponential technology Let me show you exponential technology This is a risky part of the presentation by the way But this is exponential technology

    This is an autonomous drone Okay, we’ll let it go longer Mike killed it But sensor driven, it's going to go right over to Alyse or Sean, one of them will catch it There you go

    Anyway, that's exponential technology So why is that exponential technology? This is a quadcopter drone that has synchronous quadcopter technology coordinating the four propellers It's got 20-minute battery life It weighs less than the pen in your pocket It's a little over an ounce

    And it's got a 20-minute battery life It's got a height sensor So it senses height and it's got directional sensors all around it, so you can with hand gestures and sensing the room, it'll just float around the room and you can direct it wherever you want to It costs $20 landed costs anywhere in the US

    , made in where? If you look at the back, Shenzhen You used to think of Shenzhen as the place, China is a place where you manufacture cheap things, $20 for this Five years ago, if you asked the engineers at a company and gave them that design spec, they would have said you're insane, that's not possible And that's exponential technology personified that you can get this type of technology, operating autonomously, for that price, with those kind of characteristics And that's what when we talk about the changes in technology and why the vision is important

    It's that kind of impact to technology and needing to think differently about what might happen to your business And then you see other examples in here as well I won't talk about all these, but this is the famous experiment up here, all these people, none of them exist This is the GANs experiment, Generative Adversarial Networks, generating people from algorithms They look like real people

    They don't exist It was generated by AI Interesting experiment Anybody remember the one in the middle there? It's a black hole, photograph of a black hole M87 is the name of the black hole

    Five petabytes of data collected from all sorts of sources to create a real video of what a black hole looks like Amazing innovation On the right-hand side, San Francisco, where we are, was the first city to ban facial recognition You know, questions about how that's going to be applied? What facial recognition will do? We talked about CRISPR and the vision for the last couple of years, the first real food products that were engineered and genetically modified by CRISPR being delivered to the market now Again, another exponential technology

    Virtual reality here being used at a hospital for surgery to imagine and practice on surgical procedures before you really do them And many, many others, but the other thing that's been a lot out there in the news and the media has been the trust gap What's happening around trust and we're going to get into that a lot more too, is do we trust the technology that we love and what are the implications of that? And that gets into how you apply it which is this value concept So value is what we're all trying to drive with technology, right If we work in a business, we're trying to drive value, trying to do something useful with the technology, but many organizations are struggling with that

    And in the post-digital world, we see a big gap in that We see 10% of organizations that are really seeing the strong returns from digital and from applying innovation And there's a big innovation achievement gap between other organizations So 10% are seeing twice the revenue gains of other organizations and they're seeing the returns that they're Investing And so, there's big gaps in how you get the value out of technology

    And then at the same time, as you think about how the technology is being applied and the impact on people, there's this values question So in an environment where people might not trust the technology, where facial recognition is suspect, but can deliver value In an environment where you have tremendous information about consumers and how do you decide what to use and what not to this? This issue of values becomes really important I think value versus values and how you combine value and values is really the dichotomy that's going to – and the access that's going to define successful organizations going forward And when you when you look at that, the risk is it's not a Techlash

    We talk about a Techlash against the tech companies The risk is really a Techclash, which is a clash between what people want and what society wants and the business models that companies are using And it's not just about technology companies Every company that's deploying products and services digitally using technology which is every company, faces this risk of a Techclash against them, against their model and getting it wrong if they're not careful And this is what we're going to talk about a lot in the vision, which is based on trust

    How do you generate that trust with your consumers? So we'll come back if you were here last year, remember we talked about trust a lot and trust is even a bigger theme than it was last year And one statement I'd make is that we see trust as the fundamental currency of this post-digital world we're moving into Trust is what will differentiate winners from losers and it really is the currency within which you can build your business and differentiate yourself and compete So when you look at this environment, what does the future look like? So the theme of the vision, you had to listen to me for a while, but now you see the theme is, We, The Post-Digital People

    That's the theme of the vision of Tech Vision 2020 We, The Post-Digital People And it's talking about how do we, as human beings, as citizens, as consumers, as employees, as students, whatever we are, how are we shaping this post-digital environment and what are our expectations? And then it's about this idea of can your business, can your enterprise survive this Techclash? Do you understand this access between value and values and can you survive the Techclash that's coming? And my answer is, yes, you can, but it requires a roadmap and a different way of operating that we lay out in the vision So there's five trends we talk about We're not going to go through them in detail

    I'll go through them pretty quickly These are the five, but let me just give you a real quick headline on each one The first one is called the I in experience and it talks about choosing your own adventure And the point we're making is that experience is the differentiator with your consumers, the way you create the experiences for your customers And this is about putting the individualized nature and the experience where people can choose and people have control over their destiny

    What we’re talking about is also a future where people compete, companies compete based on experience Think about a week last year, in April of last year, Marriott, the hotel company, launched a room sharing business the same week Airbnb launched a Hoteling interface, a hoteling application Both because they're competing for the experience and broader experience and value that they can provide for the customer And that's what we're talking about with the experience But to create an experience, you need data

    And to get the data, you need trust and that's why you get this virtuous circle of experience, data and trust being a differentiator for companies that do this If you read the headlines of McDonald's and what they're doing with their new AI powered and data powered process that they're implementing from their drive-thrus, through their restaurants, through their food preparation process, it's about this creating a different experience for the consumers, personalized to the I, to the individual, using data information and greater trust with people The second trend is AI and Me And this is something we've been talking about for a few years, which is how does AI enable people to do new things? We talked about Human + Machine and the Human + in last year's vision This is taking that to the next level saying that the way you augment and empower your people is a differentiator going forward

    The third trend is the Dilemma of Smart Things This is talking about Internet of Things, which is a term I never liked a whole lot because it wasn't really an Internet and they weren't really dumb things So the only word I liked was of and so, we called it the Dilemma of Smart Things, which is about in a world where we'll have 75 billion connected devices that all need to adapt and change continuously as companies deploy new devices, new products and services How do you live in a world where those devices are going to be forever beta and deal with the beta burden of needing new product management processes, new development processes, new commercial models, as a service models and such to compete in this world of smart things? Then the next one gets into a little bit further out even which is Robots in the Wild, not robots gone wild like my drone, but Robots in the Wild, which is a world where we increasingly have robots in the wild, in the real world and as more enterprises deploy this technology, whether it be autonomous vehicles, autonomous service operations in different ways, drones, medical technologies that are interfacing with patients How do we react and deal with both the opportunity and the risks of these new environments? And then the final one is Innovation DNA

    The final trend which is talking about the fact that this innovation is continuing It's continuing to be exponential and the only thing you can be sure of is that you're going to continue to have more change So the organizations that can really create an innovation engine and an architect – what we call in our company, an innovation architecture, to allow for that continuous innovation, those are the companies that are going to be successful So creating the engine for continuous innovation is really critical So if you add those five trends up, that was a quick flyby

    We have hours of videos and hundreds of pages of stuff that we can send you and we'll talk about this a little bit more through the program tonight, but these are the five And really, if you think about it, the I in experience is about your customer, how you deal with the customer differently in the new environment AI and Me is about your workforce, how you’re empowering your workforce differently The Dilemma of Smart Things and Robots in the Wild are about the new products and services you're delivering in a new way An Innovation DNA is about your new organization, your new culture

    So taken together, these are really the roadmap for how to operate in this new world where you have We, The Post-Digital People And I’ll say one more thing though about this, which is, again, I said in 2013, we said every company is a digital company And I think we got that a little bit wrong as I look back on where we've gotten to today So I think what I'd say is every company is really a technology company because every company is really deploying technology in the same way the digital native technology companies are And I think many companies are realizing that

    They need to be as good or better at technology as a technology company and that's really that's the mandate we see at the companies that are those leaders, those 10% who are charging forward and really getting the value out of technology And we're seeing another thing in those companies that are really ahead, which is the CEO and the C-suite are really becoming technology executives It's not just the CIO in isolation or the CTO or a single executive making these decisions It's a technology enabled, technology literate, technology driving organization, in many cases, that's setting the agenda and we believe that this idea going forward if companies really competing as technology companies is really the hallmark that we’ll continue to see in this post-digital era So with that, that's an overview of the Vision

    What do you think? Makes sense? Some of the ideas connect at least? Yeah, okay So we're going to bring this to life in a few different ways And the first way I'd like to do it is by inviting a colleague and a friend up on stage Why don't you come up on stage and join me, Dick Great to have you joining us

    We have Dick Daniels joining us from Kaiser Permanente I don't know if you know Dick or if you recognize him from a lot of the work he's done at Kaiser Permanente and locally and a lot of the things you're involved with, but I thought it'd be great to go right from the Vision to a dialogue about what's happening in technology And you and I saw each other about a month ago in Davos We were together in some sessions there and we connected on some of the ideas that are very related to what I think we just talked about But just to give you a little bit about your background, you're the Executive Vice President and Chief Information Officer of Kaiser Permanente, been there for a while

    Kaiser serves 12 million customers, is that right, 12 million customers, two-thirds of whom are here in California, probably some in the room here as far as the Kaiser Permanente customers And Dick's a real leader in the industry, recognized in many ways, part of the business transformation 150 recognizing the work you've done in your organization around digital transformation, many other accolades involved in in the Digital Stewards Program with the World Economic Forum where we saw each other recently And Dock’s really passionate about the power of technology to transform the organization We were talking about that a little bit earlier and maybe we can pick up the discussion and talk a little bit more about that Sound okay? Dick Daniels: Yes, I'm great

    And thanks for inviting me Paul: Yeah, and if you think about the implications of what's happening, you, as I said earlier, you were awarded the Business Transformation 150 award for the transformation work you've done You heard a little bit about our Vision here You've also been CIO Hall-of-Fame Computer World recognition for the amazing innovation in the organization that you're driving When you step back and look at the landscape that I just talked about, which is the last seven or eight years of what's happened, how it’s impacted your organization, what you're doing

    What's your perspective on the state of digital transformation and where we are with this and where you're at with Kaiser Permanente? Dick: Okay, first of all, thanks for inviting me and for those of you who are not Kaiser Permanente members, we got a sign-up sheet – sorry, I was kidding So first of all, it's moving fast over the last seven or eight years, things are moving very, very fast Seven or eight years ago, we didn't have a mobile app It was primarily web is how people interact it with us and it started out basically about marketing But now, people want to interact with us over digital channels via mobile

    As a matter of fact, the majority of people that come to Kaiser Permanente virtually, are using mobile apps or mobile devices, not their laptops or computers So we just seen a dramatic change in a way that people want to interact with us Paul: Yeah, when you think about that, just an evolved question of that, what do you seen the expectations of your customers then? They're not measuring you just against KP in that case, how do you compete in that world where it's about the device in a way of accessing your applications in a different channel? Dick: Just to just to give a little context, last year, we probably had over 330 million accesses into our facility And, you know, from web and mobile about 330 million Many of the people who come there, they're coming there to make appointments, they're coming in to email their doctor, they're coming to refill a prescription

    For instance, we refill probably 29 million prescriptions online last year and we just mail the prescription to your home So there are just a lot of transactions that people want to do with us And interestingly, the expectations are not being set by healthcare The expectations are being set by their interactions in retail environments or how people interact with their banks or, you know, the fact that they can order pizza online and have it delivered is like, well, why can’t I do that for my medication? So I think the expectations are being set by experiences that people have in other industries Paul: Yeah, I agree and I was saying earlier, one of the most common things I hear now when I go talk to companies is don't tell me what's happening in my industry, tell me how the best practice and best ways of customer experience, whatever it might be from any industry

    Dick: That’s right Paul: That’s the view Now we talked about trust in the vision and that theme when we're talking at Davos was stakeholders for a cohesive and sustainable world Trust was a big part of the message and it's just the point of values was a really big theme and clearly, in the mission of Kaiser, it's a very grounded principled company, trust really matters How do you see trust in this issue of values in the way you think about your mission and what you do at Kaiser? Dick: So one of the things, Paul, that I picked up on doing the meeting at Davos, there was a lot of conversations about companies, obviously, wanting to be successful financially, but there was also a lot of talk about companies being socially responsible in addition to, I'm going to say making money

    And Kaiser Permanente is part of our mission Our mission is to provide high quality healthcare services to our members and the communities that we serve in So we feel a responsibility to the communities in which we operate And that means that we’re doing a lot – like for instance, we have committed to become carbon neutral at Kaiser Permanente by the end of this year And we have 39 hospitals, over 700 Clinics, over 50 million square feet

    So this is a big commitment that we've made and we're going to get there I mean it's going to be done by the end of this year So we made that kind of commitment We've also, because we're in healthcare, we had a conversation about is our responsibility just medical care? And the reason we ask ourselves the question is there are many other things that affect a person's health other than medical care So if someone is homeless, if someone is food insecure, all these matter to a person's health

    So one of the things that we've done is said, you know what, we've got to be concerned about the social determinants of health So we have done some things We’ve partnered with a company that handles and they have their links into many of these social determinants or social agencies that help people with their social needs and we have interconnected with them from our systems to their systems So if we see someone who has a social need, that's a non-medical need, we can now enter that into the system, automatically transfer that information to this other company that we work with and we call this program Thrive Local And we are tracking and making sure that we close the gaps on those social non-medical needs

    So we're doing that We've also made a big commitment around homelessness and trying to reduce the homeless situation in the geographies where we operate Now many of you know that our headquarters is in Oakland, we identified 515 people in Oakland that were homeless and we call it – the project was Oakland 515 and we have housed all 515 of those people So we are making that kind of commitment to the communities in which we operate And if we have programs where someone cannot make their copay, we call it medical financial assistance, we will assist people in paying their bills if they're unable to do that

    And I would say in total in 2019, we spent over $3 billion on what we call community benefit or community activities or how we’re helping to shape the communities in which we live The other thing that we’re finding out around food is sometimes people don't have parks or if the closest store that you have access to is a 7-Eleven, you know, that's going to impact people's health So we're looking at things like that or these like transportation Sometimes people can't get to their doctor's appointment So we're looking to assist with transportation, working on deals with Uber and Lyft to help people with their transportation needs

    So we're doing all those kinds of things to help improve the health of our communities Now on this matter about trust, I just want to say something about this from a technology perspective One of the things that we're really serious about is making sure that we protect both the security and the privacy of the information that we've been entrusted with We have medical information on all of our members and patients and it's really important for us to make sure that we're, you know, doing everything possible to make sure that information is secure and that it's private and we don't do anything with that information that might compromise the trust that we've been given by having that information It's a big deal for us

    Paul: Yeah, I think that's critical That's really the foundation of trust is can you protect the personal assets and information of the consumers you serve But that next level up, the experience we talked about the I in experience, that experience in the way you're looking at serving the needs of people broadly and the values around doing that was really – it was very powerful And I think that's a good illustration of how you really broadly attacked that experience And everything you talked about really gets to innovation as well and one of the things that I think you and I've talked about a little bit is the way you create the culture of innovation

    How do you get that innovation flowing in the organization, sometimes in your industry, you hear companies talking about the barriers to innovation It's hard to innovate because legacy or because of regulation, whatever it might be Can you talk about how do you create that culture of innovation in your organization Dick: So I want to start with me personally I've been in the technology field for my entire career which has been a long career

    And I shouldn't do this, but I'll just put it in context I wrote my first programs in 1971, so it's been a long time But one of the things that I love about the profession is the technology is always changing, it's always new stuff to deal with and it's just been fun And so, I personally love the new stuff and because I like the new stuff, I try to make sure that the people in my organization get a chance to work with the new stuff And by using newer technologies, it keeps people interested, we keep learning, it also with the newer technologies, it's an opportunity to meet the business needs or the clinical needs in our organizations with newer technologies

    I mean some of the things that you were talking about with machine learning and AI, we're going to combine that with a lot of the medical information we have and we're going to have some new insights and new discoveries as a result of doing that So I think I have a personal interest and I'm trying to make sure that I make Kaiser Permanente a destination that people want to come to because they will get to use new technologies, they can apply it in ways that help people live better lives and it becomes a magnet In addition to that, we have certain innovation centers that we built because in many cases what we wish to do before we go put something new in production, we need to put it in environment so we can test it Out And we want to test it to make sure it really works the way that the manufacturer said it's going to work We need to be sure about that before we go put it in production

    So we have innovation centers where we could test things and try things and it's not just my department, it's a combination of the IT department, also our operational people, even our clinical people will come over there and look at what we're doing and try things to make sure they will work for them and facilities because when you're building a hospital, you want to make sure you build it with the right technologies, but you want to try some things to make sure that they're going to work the way you think they're going to work before putting it in the hospital So that's what we do in our innovation centers Paul: Well, after hearing your description, I think you and I should team up at one of our next hackathons that we do Dick: We’d love to do that No, seriously, we’d love to do it

    Paul: What you just talked about, the innovation, it kind of gets this innovation DNA point and the way you talked about mixing business and the attack not just playing around with technology, but trying things out and seeing what works and what doesn't So I think that was a good illustration The other thing that you just personified, I think, that we talked about every CEO is a tech CEO and every C-suite executive is – it’s like you're clearly that, in your role you need to be as the CIO But what do you think of that idea that every CEO and the C-suite in general needs to be more tech enabled, tech literate to drive and lead in the era we’re moving into? Dick: It's vitally important because technology's just become so pervasive in any company I mean there are some companies that are really tech companies where they're selling technology

    But even if you're not a tech company, the use of technology in a company reported, because in some cases, the use of the technology is how are you going to create competitive advantage? So understanding how to use technology is really important strategically in companies and CEO’s are responsible for strategy So and technology is one of those, I'm going to say weapons, if you will, that can be used to compete in the marketplace And the way I think about it is probably three ways One is the technology can help – I'm going to say, determine how work is performed in a company So you can optimize the use of technology to optimize your business processes and the way that work is performed and it'll help you with cost as well and consistency

    Secondly, was the point that you were making about digital transformation I think digital – the way that we can think about it is how you’re facing off with your customers, what kind of experience are you creating for your customers Also, how are you taking care of your employees, what's their experience? And are we using technology effectively to create a great experience for their employees because people want to work in a place where it's easy to get the work done and, you know, they are smart ways of doing it And then thirdly, there are some problems where you want to do something really transformational and when you're talking about doing some really transformational things, typically, typically, technology is going to be involved in some shape or form So I think CEOs understanding something about strategic use of technology is incredibly important

    Paul: That's a great point Well, I think we're at the end of time and I have to thank you for being generous with your time to join us, ‘cause you're going off to another meeting that I need you to go to, so I appreciate you squeezing this in And Kaiser Permanente is a company that I've always greatly admired and it's been really inspiring to hear your views on how you're looking at the future, how you're changing the future of healthcare and health outcomes for patients and for your customers So thank you for taking the time to join us Dick: Thank you so much for inviting me

    Paul: Thank you Okay, I thought that was a great conversation with Dick to get some insight into how really an important company's thinking about technology in the future What I'd like to do now is invite one of my friends to come up and join me on stage, Rumman Chowdhury Rumman leads our Responsible AI programs across Accenture, Responsible AI, looking at how we deal with all the facets of implementing artificial intelligence in a responsible way I guess that was an obvious explanation of what you do

    But we talked about Robots in the Wild I think I saw you cringe when I said Robots in the Wild And AI and Me, maybe just share with a group a little bit the way we're thinking about Responsible AI and some of the work you're doing now to shape how we apply these technologies? Rumman Chowdhury: Sure and thanks for having me again I feel like we do this like this bit every year and it's super fun Paul: This is our one chance to talk every year

    We couldn’t find another opportunity Rumman: So talk a bit about Responsible AI We see the responsibility component as being more than just technology It's about the human So when we think about the AI and Me

    How does the human fit in into a society where increasingly more and more of what we do is touched by artificial intelligence? And importantly, we talk a lot about the terms transparency and explainability, but what we push for with our practice of Responsible AI at Accenture is moving from transparency to agency having people have ownership and actions that they can take and moving from explainability to understanding So not just telling people what's happening, but making sure that from a consumer perspective or user perspective, they're really understanding what's going on Paul: Everybody talks about those things And I think you and I’ve talked about this before There's a lot of talk about those kind of concepts, how do you make sure we really like that we and the companies using AI really do those things? Maybe talk about some of the approaches, some of the tools and things that you've been working with? Rumman: Yeah, so the thing I'm the most proud of that we've built over the last year is something called the Algorithmic Assessment

    So you may have heard of the fairness tool It made a really big splash when we first launched it We actually created the first enterprise level bias detection tool which now, I think, just everybody has one of those, but we actually realized that the technology alone is not enough and we needed to evolve what we've offered to actually include input from key stakeholders So the Algorithmic Assessment has user interviews and stakeholder interviews that map directly to the kinds of transparency, bias detection and explainability algorithms that have become very popular in a lot of tools that are out there today So in order to understand the context of what we're doing when we tried to approach bias in an algorithm, make it more explainable and transparent, we need to talk to the people involved in making it and the people who'll be impacted by it first

    Paul: Okay, if you look across the industry, we've been talking about this for a few years now, do you think we're making progress? You're involved also in partnership on AI, a lot of the organizations that are out there looking at these issues, what's the trend line as you see it? Rumman: Oh, I mean there's a massive conversation now about organizational enablement So actually, at FAT *, which has now renamed FAccT, the biggest industry conference on ethics and AI, where we've actually presented some work we did, where we interviewed 25 people within different organizations whose jobs are similar to mine, that they have to deliver and create responsible ethical AI And we really tried to understand what are the organizational motivators that helped them be successful at their jobs and how companies can then catalyze these motivators to move this from just a few people delivering this to everybody at the organization thinking about this Paul: You mentioned the word ethics I'm going to ask you this because at the meeting Dick and I were at, we got into a debate about ethics on these issues and can you build ethics into AI? Because our ethics objective or subjective

    What's your take on that? Rumman: I think all of this stuff is context dependent So I guess my short answer, can you build ethics into AI? No, because you need human beings to help you understand and define what ethical is in this circumstance Paul: Yeah, I think that's exactly right and that's why the human side of it becomes important in organizations understanding that the principles are setting in place That's fantastic So why don't you sit down and we'll come back to you in a minute because there may be questions for you

    So thanks, Rumman A round of applause for Rumman And then, Michael So I'm going to invite Michael Biltz to join me So some of you may know Michael

    Michael is the real brains behind the Tech Vision for the last many, many years He runs our team, which we’ll recognize in a little bit, who develops the vision and they're already thinking about next year's vision If you think that we just spend a week and come up with this stuff, there's a lot more work that goes into, a lot of testing that we do, we have an advisory committee, lots of research, etc So, anyway, that's the backdrop on what Michael does So you heard me talk about the vision

    You and I spent a lot of time throughout the year, you spent a lot of time thinking about this, what's your take and how would you put the key message of the vision across to the group? Michael Biltz: Yeah, I mean I think the key message that I would take away and probably the thing that I'm most excited about is that businesses are now starting to queue off of people, like in a really real way and not that we haven't already But there's a certain amount of as we’re actually pulling technology into our lives, like at a fundamental way, you know, that says that we sold our second car because we're using Lyft as a replacement or I let Amazon or Walmart into my house by giving the keys, so I get my package delivery There's a certain amount of a relationship that we're creating with our technology that has never really existed before But the really fun part about it is the as it gets more and more integrated into my life, my expectation goes up And we heard from Kaiser’s perspective that, yeah, there's the expectations that I have a good experience or that I use apps and things like that

    But suddenly, you're talking about my home, you're talking about my livelihood, my ability to get around, you know, I can't do my job, I can't work with my family, people can't raise their kids without cars is the suddenly, you're talking about these things that are very personal to people and so, the expectations are not just that you have an app that works, you have an expectation that companies if they're going to be a part of your life, have the same values that you do And when we would talk about this, oh, I don't know, two or three years ago, when we really started to trust conversation, what was really interesting is that we would talk about trust and everybody would go, yes, that's true, we need to do that, but that's not what my C-suite is talking about And I think this is the first year both because of all the bad press, because of all of the things we see where people are struggling with technology and people are struggling with companies and how they're using technologies, that when you talk to the C-suite now, yes, they talk about value, but suddenly they're also be talking about the values that they project and that is a market shift And I think that's really what we’re the most excited about Paul: That’s a big shift

    You and I we're talking recently We were talking about the – well, I’ll just ask it as a question The question is the impact that technology is having on us and I was making a comment that our phone is an accessory or are we the accessory to our phones when you look at the way the information is being used But talk about your view on how technology is changing the way we behave too? Michael: Well, I mean I think that we're – it's changing the way behave because we're actually starting to wrap our lives around it You know, I mean think about it, my wife works for Gilead and she's sitting over there, so I'm going to embarrass her

    But the moment that you have access to new data to analyze, you start doing your job differently And whether that's the reports that you're pushing out, whether you can ask a hard question and actually get an answer, you know whether you have insight to how your money's being spent and these types of things, they're not one offs anymore We're seeing that happen consistently throughout our lives And sometimes it's as simple as here's a new app that I'm using and you get excited because now you're buying things online or you're having an AI balance your financial accounts But the thing is, it's the moment that we start doing it, we start assuming well that's now the standard and I'm going to shift my life around it

    And we realized the power that companies suddenly have into shaping the quality of my life, the quality of my health, the quality of how I actually get things done And it's really profound when you think about it and especially when you realize that was last stats I saw, right now, we’re at 45 billion people on the planet that are connected and plugged into technology And more than that, the average person spends 64 hours a day

    And if you pull sleep out, what that means is that they're almost spending half of their day actively interacting with technology Paul: I think for this group, that might be a low estimate, right Okay, why don’t we take some questions from the audience and you can ask Michael, I, Rumman, we have the rest of the team here So any questions that you all have, questions, comments? We have microphones So we'll pass the microphone around if you just raise your hand if you have a question

    We can't have explained it that well Michael: If not, I'm just going to keep talking Paul: That got a response Q: Hey, Rumman, this question is for you So it's been widely talked about in the media that do the lack of diversity in artificial intelligence for programmers, right, that there's inherent biases in algorithms

    Is Accenture making any strides in opening up pipelines for diverse candidates to bring them into artificial intelligence? I'd love to hear about what your programmatic opportunities look like to ensure that diverse candidates have pathways into artificial intelligence to help mitigate those types of inherent bias? Rumman: Yeah, great question I think Paul can partially answer this as well So we're really happy to work with Girls Who Code and Paul has always been a really strong supporter, helping get more girls into programming at an early age I also sit on the board for AI for All, which was a coding summer camp meant for girls in high school, right before college, in order to encourage them to be more excited and enthusiastic about artificial intelligence And overall, Accenture, as a company, has just so many amazing women in high leadership positions from our new CEO, Julie, to Ellen, you know and just the visibility of these women in these positions is very empowering for all young girls

    Also, when we think about diversity, there are many ways to define and not just by a gender, you know, and we also have dedication to diversity and inclusion at the organization that we work on Pride is very celebrated at this organization, at this company And, yeah, I mean at least my experience has been Accenture is really dedicated to expanding the kinds of roles and jobs So not just to say artificial intelligence is only made for programmers, right I have my background in social scientist, my PhD is in political science and here I am at Accenture talking to you about AI

    So when we talk about diversity, it is in terms of both demographics, but also what you have studied, what you understand and what your life experience has been Paul: Yeah, I’d just say overall, we have a pledge to be 50/50 gender diversity by 2025 We’re actually ahead of plan at 44% right now So we're doing well in that front For AI specifically, our global AI lead is Athina Kanioura, one of the very renowned leading expert in AI

    She runs our global AI business One of our top leaders in North America is Gayle Sirard Two leaders of our Technology AI business are Adita Ray and Ambe Tierro and I could go on and on So the leadership of our Applied Intelligence businesses is largely run by women That's reflecting very strong leadership that's out in the industry

    I could go through and rattle off 20 names of leading women in AI that are driving a lot of research There can always be more, but I think I don’t know if you’d agree, but there's a lot of very exciting and leading women and in Fei-Fei Li, many, many others that are really leading the field And then we're getting – so we committed to Women in Leadership in AI, committed to the intake and recruiting people with women and inclusion and diversity in AI generally And then the two of us got involved in AI for All when Fei-Fei founded that organization because we thought it was a good way to help Fei-Fei really achieve that mission and create a pipeline into Accenture We're doing the same with a number of other organizations

    Okay, good question Other questions? Q: So on the number of themes you mentioned, where do you see privacy fitting into those and is that a is that a hot topic that your clients are looking at? Michael: Yes, yes and yes I mean one of the really interesting things that we're noticing and this is probably one layer deep when you talk about is that you can't mention any of these topics and privacy and data not come up, like its honestly impossible to do But one of the things that we've really started to notice is that when you start talking about privacy, you're talking about something different for most companies And I think this was kind of a revelation for this year is the most people are putting out applications based off the assumptions that they had 5 years ago, 10 years ago or 15 years ago, about how they were supposed to run their business

    But suddenly now, I have a mobile application or suddenly I'm connected to 50 different partners, who were all going to be sharing data in order to create some sort of experience And the problem is that what's happening right now is it's not companies saying that I don't care about privacy because I don't think you'd realistically find anybody who would stand up and say I don't care about it What you're finding is the what we're asking companies to do is fundamentally change their models about how they manage data, who owns data, what are the interactions to it? And so, it's a harder question than just saying I'm creating an app and I'm going to do this, rather it's a conversation when you suddenly have to pull somebody back that tell a CIO is the what does it mean if your company is going to fundamentally protect data when you’re Apple and you have healthcare data that people are pushing through an application? And that's a very different question and so, it's why we see some companies and I'll use Apple as a good example of somebody who's really taken a stake and claim in privacy as a piece of what they're doing, is they've started to change their models for how they do it They're using things like differential privacy that says on your phone, they send out data that, yes, can be analyzed, but it's already obfuscated with a bunch of white noise, so they don't actually know what the data is that you're using You see things like their healthcare app, where they've basically said that it’s a default for the application is that no data is stored on the server

    And it's those types of fundamental things that seem easy enough, but now you're talking about how you design and build all of your applications being fundamentally different and that's this new step we're going to and privacy is just going to be the first step Paul: Yeah, I’d have two points One is the current privacy regulation that we have particularly in the US and a lot of other jurisdictions, just simply isn't sufficient in our view

    And we've been very vocal on stating what we believe and that Accenture, as an organization, believes is we need to move to in terms of better consistent federal level privacy regulation for the US and in other markets as well So that we need to get better overall at the privacy regulation We need more of that

    We don't often call for regulation as a company, but we believe privacy and we need more And the other thing I’d say, is we need to more actively debate the question of whose, as Michael just started describing, of who gets to decide and I think that'll vary by industry, it'll vary by type of application, but models – we're working with Tim Berners-Lee, who's got his new open source foundation solid, which is this company called Inrupt, which is looking at turning the model of data ownership upside down and giving consumers control of pods of data that they allow access to as a new foundation for how you manage information Now that might not be right for every application, it might not be the generalized solution, but questions like that of do consumers directly own and literally at the element level, control the data access, I think is a debate we need to have over the next few years

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