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I've decided to use the contact tracing app

I've decided to use the contact tracing app

One hears that the COVID tracing app won’t necessarily save your life, and that evidence of contact tracing efficacy is still incomplete. All true.  Bluetooth proximity logging is just a tool, and there is a legitimate question around its necessity when we have been doing so well in Australia to contain the spread of the virus with non-technological measures.

By the same token, for the vast majority of Australian citizens, no privacy beach is ever going to kill them.*  So in the interests of proportionality ? one of the chief concerns of privacy advocates ? I’m going to explain why I will use the Australian government’s controversial COVIDSafe app, warts and all.

I am not an epidemiologist but I trust the advice of healthcare professionals that a contact tracing app will be a useful adjunct as they seek to control community transmission in coming months.**  

Privacy matters a great deal to me, as should be obvious from my body of work.  I believe a COVID contact tracing app must be optional; its design must be restrained and its data collection proportionate; it must be subjected to a Privacy Impact Assessment; and the software must be independently scrutinised for bugs and data leakage.

Do I wish that the COVIDSafe tracing app had been commissioned in a better way? Of course I do.  I wish the Department of Home Affairs had not been involved in the tender process, and I wish that a certified Australian MSSP had been selected to run the database instead of an offshore American business. It's a crying shame that we are being asked to trust this technology initiative on the back of the #CensusFail debacle and MyHR privacy backflip. 

But I am willing to come down from the moral high ground this time, because we’re in an emergency. For the most part, COVIDSafe meets my privacy standards as noted above.

I don’t want perfect to be the enemy of the good.  Apart from that generalisation, two things weigh particularly high on my mind.

Firstly, even if COVID tracing technology turns out to be a privacy disaster ? and it’s hard to see how pseudonymous Bluetooth proximity logs can seriously threaten most people ? my privacy is simply not as important as the health & welfare of me and the community (most privacy law expressly enshrines that sort of priority).  If I catch COVID-19 then I would like to help minimise the impact on others, by making it easier to trace the people I have been in contact with.  In the event I ever test positive, I would not hesitate to help the Public Health Unit trace my contacts by way of telephone interviews to explore all my movements.  The app is not much different and probably exposes a lot less of my personal details.

We need some proportionality in privacy philosophy as well as in system design. For most of us, privacy is near the top of Maslow’s Hierarchy of Needs, right up there with esteem and self-actualisation.  That means we naturally cede privacy when more fundamental needs like personal safety are at stake.  In Australia, few people’s safety is actually at risk in the event their personal data is breached. 

My second consideration is political. On this occasion I am willing to meet the government part-way across the ideological divide. 

I was hugely impressed by the way our conservative government so willingly gave up their fiscal ideology and did what needed to be done to safeguard the Australian community, with a support package worth around 10 percent of GDP.  The COVID response has received broad bipartisan support, from left and right, from businesses and trade unions.  Australia is one of the world’s leaders in managing this epidemic; we have saved hundreds or maybe thousands of lives so far.

If the government can be pragmatic on spending, then I can be pragmatic on privacy.

Their fiscal actions speak louder than words, so I am prepared to believe them that COVIDSafe will remain optional, it will be shut down when the crisis passes, that there will not be function creep, and that the app does not track us.  I know enough about Bluetooth proximity logging to be confident that the system is inherently minimalist, and the risks to most of us ? even in a worst case system failure ? will be small.

So I have installed COVIDSafe.

Afterword.

For reference, readers might like to know my personal privacy policy:

  • I opted out of My Health Record, as soon as I possibly could.
  • I filled out the 2016 census on paper, not online.
  • I have never used Facebook and I never will.
  • I never let pubs and clubs scan my driving licence.
  • I use a different ‘burner’ email address for my fitness tracker and similar devices.

Footnotes

* I'm thinking here of the majority of people, leading regular lives, mixing with large numbers of people in public. The likelihood of Bluetooth proximity tracing exposing your whereabouts is low, and the motivation for an attacker to try and extract this data and use it to find you is remote. But there are important edge cases in our community where the risk profile is different. Persons with a special need for secrecy -- domestic violence victims, whistleblowers, undercover officers and so on -- should get advice before using an app like this. 

** To put the privacy risk in further context, remember that COVID-19 is officially a notifiable disease in Australia. If you test positive, then public health officials will call you and insist on interviewing you (as per the provisions of public health laws) to establish your recent movements, to try and find out where you caught the disease, and identity those who you might have infected.  So your privacy is going to be invaded regardless of the app.  COVIDSafe might actually be privacy enhancing, for it could mean that strangers you have been in close contact with can be notified without anyone finding out where you were along the way. 

Digital Safety, Privacy & Cybersecurity Distillation Aftershots Security Zero Trust Chief Information Security Officer Chief Privacy Officer

Driving Digital Transformation and Enterprise Innovation | DisrupTV Ep. 187

Driving Digital Transformation and Enterprise Innovation | DisrupTV Ep. 187

Driving Digital Transformation and Enterprise Innovation | DisrupTV Ep. 187

Episode 187 of DisrupTV features a powerhouse lineup:

  • Seth Ravin – CEO of [Company Name], expert in enterprise software and digital transformation
  • Karen Hsu – Senior Executive, strategist on process optimization and business innovation
  • Joe McKendrick – Author and analyst, focused on cloud, AI, and emerging technologies

Hosted by R "Ray" Wang and Vala Afshar, the conversation explores how enterprises are adopting technology to streamline operations, drive innovation, and deliver better customer experiences.

Key Takeaways

1. Accelerating Digital Transformation – Seth Ravin

Enterprises must rethink legacy systems to remain competitive.

Cloud and SaaS adoption are critical enablers for agility and scalability.

“Digital transformation isn’t just about technology—it’s about creating value at every touchpoint.”

2. Optimizing Processes and Driving Innovation – Karen Hsu

Organizations that align people, processes, and technology see the highest ROI.

Automation and AI can remove inefficiencies, but culture and leadership are equally important.

“Innovation thrives when you empower teams with the right tools and mindset.”

3. Emerging Tech and Strategic Insights – Joe McKendrick

Cloud, AI, and data analytics are reshaping business models across industries.

Leaders need to stay ahead by adopting a forward-looking technology strategy.

Why It Matters

This episode emphasizes that digital transformation is a holistic journey—technology adoption, process optimization, and leadership alignment all work together to drive meaningful business outcomes.

Final Thoughts

  • Seth Ravin: Emphasized transforming systems to create measurable business value.
  • Karen Hsu: Highlighted the importance of aligning people and processes with innovation initiatives.
  • Joe McKendrick: Focused on leveraging emerging technologies for long-term competitive advantage.

Together, they provide a blueprint for enterprise innovation—balancing people, processes, and technology to stay ahead in a rapidly changing digital landscape.

Related Episodes

 

Digital Safety, Privacy & Cybersecurity Future of Work New C-Suite Tech Optimization On DisrupTV <iframe width="560" height="315" src="https://www.youtube.com/embed/U8Rq1rvZrx4?si=IMtkDmVJ6OO7uVKO" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen></iframe>

The MarTech 5000...I mean 8000... is Updated and I Have Thoughts.

The MarTech 5000...I mean 8000... is Updated and I Have Thoughts.

I'm just gonna say it...

Is it just me or is this thing getting ridiculous?

I mean seriously…the 2020 update to the Marketing Technology Landscape looks more like a map in Clash of Clans than a segmented visualization of a technology category. It now tips the scales at over 8,000 solutions and I am really fighting the urge to use quotations around the word solutions.

Scott Brinker is as patient as he is brilliant to continue this supergraphic. He notes that this year’s update grew by 13.6 percent…AFTER losing 615 entries to consolidation or going belly up. That’s right… churn of 8.7% offset by 24.5% leap in new entrants. As Scott notes, “1 in 5 of the solutions on this year’s martech landscape weren’t there last year.”

Scott is also exceedingly kind and has always sought to frame the shifts and moves across this landscape as a celebration, looking for the best way to visualize the chaos. Case in point: Reworking the actual layout of the landscape to reflect a more organic clustering of solutions that often shift and flow across categories through application or acquisition.

I’m just not as kind or as patient as Scott. I look at this and see battle lines today’s CMO must navigate around, across and through. To be clear, in the early days of the landscape, every new category and segment felt like a blend of innovation and exploration as Marketers sought out new tools and solutions to advance the digital agenda while meeting the connectedness of their customer. It was, and for many still is, an obstacle course that requires CMOs and CIOs to drag the business to catch up to the needs and expectations of the customer.

Today, it looks more like a battle map for a war that can’t be won. Customer Experience, Service and Success appears to be plotting with Advocacy, Loyalty & Referrals to conquer Affiliate Marketing & Management even if that means destroying Channel, Partner and Local Marketing in its path to glory. Don’t even get me started about the fact that the DMP blob actually looks like it is trying to run away from the CDP blob, hoping that Compliance and Privacy will provide safe haven.

What terrifies me most about this landscape is something that Scott also points out in his blog: This is not a segment where innovations are emerging based on marketers chasing new solutions. This entire beast is chasing marketers. It is getting to the point where teams need a dedicated resource to just manage martech sales pitches let alone a team to manage the Frankenstack.

Here is what I DO see coming through all of this:

  • This landscape will start to implode and eat itself. Category cannibalization is the only next natural phase of evolution. My hope is that the customer is actually the last category standing.
  • The number of new entrants will slow…albeit slowly.
  • The allure of launching the next great social advertising platform that can also serve as an influencer and community manager mixed with a CDP that has a plug in for ABM will start to wear thin on investor’s ears.
  • While we will certainly see the power players continue to pick up the innovators, we will also see smaller players start to merge to become the equivalent to the indi-cool counter-culture option to the big traditional enterprise platform plays.
  • Platforms that promised to be part of the power player set will start to fade into obscurity as platforms fail to come together or corporate politics get the better of best intentions.
  • Don't count out those familiar legacy names just yet as new life gets introduced with new teams, strategies and leaders. 
  • Best of breed will take on a feeling of "best of what we already bred" as war-weary marketers tired of being asked to rip and replace every season will look for connectors and APIs over overhauls and retooling.
  • That blue land of data will start to need more space as BI for marketers starts to accelerate. Just go ahead and start penciling in a whole category around "decisions" now.
  • We will likely see a surge of new entries into areas of governance, identity, access, permissions, security and privacy as marketers get more involved in those conversation...and investors continue to pour money into the security space.

What stands out most to me after looking at this amazing feat of design is this: it is time for a new strategy in marketing technology. A strategy that is a bit bolder and more disruptive. More intentional. More authentic. More focused on the 3R’s of marketing – Revenue, Relationships and Reputation – instead of a narrow adherence to the tradition of the 4Ps. At some point, martech became more about managing technology than empowering or transforming marketing. Time to hit the brakes and get back to disruption for business sake and not for technology's sake. If we let this monster continue to expand unchecked and untended, the white spaces you see in between each segment will more closely represent immovable silo walls accelerating, trapping and empowering bad behavior across marketing that will only spell disaster for customer engagements and relationships.

Marketing Transformation Chief Marketing Officer

News Analysis - SAP Co-Chief Executive Officer Christian Klein Continues as CEO, Jennifer Morgan Departs

News Analysis - SAP Co-Chief Executive Officer Christian Klein Continues as CEO, Jennifer Morgan Departs

In the night before its earnings call for Q1 2020, SAP surprised (probably) all of us with another change in its executive team, ending the dual CEO structure with Christian Klein and Jennifer Morgan. 

 


Before we jump into analysis – let's dissect the call in our customary style (the press release can be found here):

WALLDORF — SAP SE (NYSE: SAP) today announced that Christian Klein (39), Co-Chief Executive Officer and member of the Executive Board, will continue as sole Chief Executive Officer. Jennifer Morgan (48), Co-Chief Executive Officer and member of the Executive Board mutually agreed with the Supervisory Board of SAP SE that she will depart the company, effective April 30, 2020.
MyPOV – Short and sweet. All said in one paragraph. That was (unfortunately) a very short tenure of the first woman leading a DAX company, little more than half a year. Last time SAP got rid of the co-CEO structure, it was Bill McDermott taking over… but it was 9 months heads up and Jim Hagemann Snabe went to the SAP board then (see the great piece of former colleague Chris Kanaracus here).
More than ever, the current environment requires companies to take swift, determined action which is best supported by a very clear leadership structure. Therefore, the decision to transfer from Co-CEO to sole CEO model was taken earlier than planned to ensure strong, unambiguous steering in times of an unprecedented crisis.
MyPOV – This is little bit of an odd justification – as SAP has successfully managed though tough economic times with dual CEOs (the dot com bust with Plattner / Kagermann and the 2008 downturn with Kagermann / Apoteker – handing things over again to dual CEOs in 2010 with McDermott / Hagemann Snabe). The co-CEO model certainly takes time to coordinate, but typically leads to better decision management.
"I am grateful to Jennifer for her leadership of SAP, including all she has done for the company, our people, and our customers," said Professor Hasso Plattner, chairman of the Supervisory Board of SAP SE. "This transition comes at a time of great uncertainty in the world, but I have full faith in Christian's vision and capabilities in leading SAP forward toward continued profitable growth, innovation, and customer success."
MyPOV – Good quote from Plattner, note he thanks Morgan first for company, then people, then customers. No mention of product or innovation. Innovation and customer success come out when he (as all board chairman do) praises the new sole CEO. Let's follow that aspect… as it will matter in the overall MyPOV later.
"I'd like to thank Jennifer for her partnership over many years," said Christian Klein, CEO of SAP SE and member of the Executive Board. "Throughout SAP's transformation, Jennifer has always been laser-focused on customers, partners, shareholders and employees. It's thanks to her that we have established a strong position in experience management solutions. I know she will always be a champion of SAP."
MyPOV – Good quote from Klein. He adds partners and shareholders to the employee and customer mix. Both Klein and Morgan became SAP board members in close proximity, Morgan in 2017 and Klein on January 1st, 2018. While that maybe 'many years' for a few companies, it certainly is not for SAP, where that usually is a term you pack out for a decade plus of working together. Interesting Klein also mentioned experience management, which is the Qualtrics acquisition. But its this area where SAP has done little progress, as we are coming to the one-year anniversary of Sapphire where Qualtrics and the merge of O and X data was all the headlines.
"It has been a great privilege to drive SAP's growth and innovation in so many areas and most recently as Co-CEO," said Jennifer Morgan. "With unprecedented change within the world, it has become clear that now is the right time for the company to transition to a single CEO leading the business. I would like to thank Hasso Plattner for the opportunity to co-lead this great company, and I wish Christian, the Executive Board, and SAP's talented team much success as they drive the company forward."
MyPOV – Good quote from Morgan, fair and positive. She adds innovation to SAP growth… innovation at software companies means products, but Morgan only had direct product responsibility since taking over the Cloud Business Group (aka the six sisters of Ariba, Concur. Fieldglass, hybris, Qualtrics, SuccessFactors). And there the agenda was set – bring the products to SAP HANA and SAP BTP (the former SAP Cloud Platform). To be fair, under her leadership SuccessFactors championed HXM, the merger of Qualtrics capabilities to measure employee engagement.
Morgan joined SAP in 2004 and was appointed co-chief executive officer, together with Klein, in October 2019. Previously, she served as president of the Cloud Business Group, overseeing Qualtrics, SAP SuccessFactors, SAP Ariba, SAP Fieldglass, SAP Customer Experience and SAP Concur. She was named an Executive Board member in 2017.
MyPOV – A remarkable career, that previously started at Andersen Consulting, she spent four years at Siebel, before joining SAP in 2004 in public sector (and a tidbid - Adair Fox-Martin joined in ... public sector as well). At 48 Morgan has a lot of CEO and other executive options ahead of her, she can basically choose. Better chances for a long tenure than say in 5-6 years two board contracts down the road. Might have been a factor.]
 
The SAP co-CEOs Christian Klein an Jennifer Morgan in Walldorf in January 2020
 

Overall MyPOV

At the end of the day SAP is a software company and software companies thrive with successful products. The irony is that SAP over time has thinned its product development leadership over a decade now. Agassi left in 2007, Sikka left in 2014, Leukert and Goerke left in 2019. The longest fix point on product is Plattner. Product leadership is now in the hands of Thomas Saueressig, the former CIO. Saueressig reports to Klein, when Klein was CEO and Klein brought him 'over' to lead products. And Saueressig is doing a good job at getting the priorities of S/4HANA right. Certainly, a better one than the heads of product over at the six sisters… who all were busy to move their products to the SAP platforms. Nothing to excel and inspire a board to hand over the reins to them.

The immediate question Klein needs to answer what is going to happen with the product development areas that had not yet reported directly or dotted line to Saueressig. That's Qualtrics and whatever SAP calls its CRM ambitions under seasoned CRM product leader Stutz. I would not be surprised if all goes to Saueressig. SAP needs good, better great CRM to be a competitive ERP player. Too much depends on customer processes. SAP was most successful because it built on a single platform. Bringing together the O and X data on the SAP BTP (aka Cloud platform) is a key differentiator. It's also a key test for the agility of the SAP BTP to support standalone third-party deployments that Qualtrics certainly needs to keep supporting.

As a father of three daughters I was excited to see (finally) a woman lead a DAX company. Europe tends to be behind when it comes to diversity at the top. Unfortunately, Morgan's tenure was way too short. I am also a fan of the dual leadership model, as it leads to better decisions. The problem at SAP is, that the decisions are made – S/4HANA is becoming the R/3 successor – with all its ERP automation in a single product (single schema we will see) and on a single platform. Fox-Martin can and will deliver the sales numbers, services is rolling. So, there was no room to play and add for Morgan. I wish her well and I am sure she will show up in a leadership role. Though: Due to SARS-COV-2 - sales and services models need to move digital and right now that is not happening with the large traditional SAP implementations on the old continent. This maybe a formidable challenge ahead, if the pandemic ripple effects last longer.

For Klein and Saueressig it is all about getting the S/4HANA value proposition right. Augment it with the capabilities of the '6 sisters'. Deliver the integration plans. Have it all ready a few years before the now extended support and maintenance timelines expire. Oh – and in the meantime, keep SAP numbers up and keep the R&D team protected. It's hard to build new product, its even harder to build new product with less product developers. Writing this on the day before, actually less than 7 hours before the earnings call (April 20th 2020), for which SAP already had to warn as traditional on-premise revenues were not coming in as planned.

Right when you though things would calm down and become a little dull at SAP, here comes another change. Never a dull moment.



Some recent SAP blogs:
  • News Analysis - SAP keeps - re-organizing - Fox-Martin in charge of world-wide sales, Enslin out, replaced by Morgan - read here
  • Musings - SAP democratizes Product Development - what does it mean for Customers? read here
  • News Analysis - SAP intends to buy Qualtrics - Pairing operational and experience data – And it's 6 sisters - read here
  • News Analysis - Adobe, Microsoft and SAP announce the Open Data Initiative to empower a new generation of customer experiences - Good idea, good start...  - read here
  • Event Report - SAP Ariba Live 2018 - Las Vegas - Sustainability and UX - read here
  • Event Takeaways - SAP at MWC 2018 - read here
  • Market Move - SAP acquires Callidus - More Sales Effectiveness in the Back Office of the Front Office - read here
  • News Analysis - SAP HCM On-Premise Option for SAP S/4HANA - or is this S/4HCM? - read here
  • News Analysis - Microsoft and SAP join forces to give customers a trusted path to digital transformation in the cloud - read here
  • Event Report - SAP Hybris Live 2017 Barcelona - YaaS morphs and more agility ahead - read here
  • News Analyses Roundup - SAP's September Tech Announcements - SAP doubles down on technology - read here
  • Event Report - SAP SuccessFactors SuccessConnect - New Leadership - Old Challenges - read here

And some Constellation Research reports on SAP:
  • SAP SuccessFactors Leads with HR Core, Payroll and Global Capabilities, by Holger Mueller, January 10 2020 - see here
  • Constellation ShortList™ PaaS Suites for Next Gen Apps, By Holger Mueller, February 27th 2019 - see here
  • Constellation ShortList™ Global HCM Suites, By Holger Mueller, February 20th 2019 - see here
  • Experience Management Drives SAP's Acquisition of Qualtrics, by Nicole France, Holger Mueller, R "Ray" Wang, November 28th 2018 - see here
  • SAP Hybris advances its Platform, By Holger Mueller, November 20th 2017, see here
  • SAP Cloud Platform: A New Standard for a SaaS Vendor's PaaS, by Holger Mueller, June 13th 2017, see here
  • SAP HANA 2 Ushers in the Next Era of Pure In-Memory Applications, by Holger Mueller, December 27th 2016 - see here
  • SAP UXaaS Democratizes Usability, Starts Next Wave of User Experience, by Holger Mueller and R 'Ray" Wang, April 7th 2016 - see here
 
Some Musings blog posts:
  • Musings - IBM's 10th CEO takes the reins - Krishna has his work cut out for him - read here
  • Musings - Why Open Source has won and will keep... winning - read here
  • Musings - Enterprise Acceleration - and what every HR Leader should know about it - read here
  • Musings - SAP democratizes Product Development - what does it mean for Customers? Read here
  • Musings - Why splitting Windows is Nadella's first major mistake - read here
  • Musings - Time to bring back the software user conference - read here
  • Musings - Does Oracle and Accenture make sense - or never ever! - read here
  • Musings -  Happy 10th Brthday iPhone - afraid the next 10 years will be harder - read here
  • Musings - The Privacy Shield is real - what are the CxO repercussions? Read here
  • Musings - The Bots are coming to your conversation - what are the implications? - read here
  • Musings - We are entering the age of the Über Super Computer - read here
  • Musings - Retail is the breeding ground for NextGen Apps - read here
  • Musings - Time to re-invent email – for real! Read here
  • Musings - The Dilemma with Cloud Infrastructure updates - read here
  • Musings - Are we witnessing the Rise of the Enterprise Cloud? Read here
  • Musings - What are true Analytics - a Manifesto. Read here
  • Musings - Microsoft does not need one CEO - but six - read here
 

Find more coverage on the Constellation Research website here and checkout my magazine on Flipboard and my YouTube channel here.
Data to Decisions Digital Safety, Privacy & Cybersecurity Innovation & Product-led Growth Tech Optimization Future of Work SAP Chief Information Officer Chief Technology Officer Chief Information Security Officer Chief Data Officer

Transforming Enterprise Marketing, Cloud Innovation, and Sustainability Leadership | DisrupTV Ep.185

Transforming Enterprise Marketing, Cloud Innovation, and Sustainability Leadership | DisrupTV Ep.185

Transforming Enterprise Marketing, Cloud Innovation, and Sustainability Leadership | DisrupTV Ep.185

In Episode 185 of DisrupTV, hosts R “Ray” Wang and Vala Afshar engage in a thought-provoking conversation with three influential leaders:

  • Carrie Palin – Chief Marketing Officer at Splunk, a leader in data analytics and enterprise software.
  • Jay Vijayan – Founder & CEO of Tekion, an innovative cloud platform for the automotive industry.
  • Heather Clancy – Editorial Director at GreenBiz Group, a leading voice in sustainable business practices.

Together, they explore how digital transformation, cloud innovation, and sustainability are reshaping enterprise strategies and operations.

Key Takeaways

1. The Evolution of Enterprise Marketing – Carrie Palin

Marketing is shifting from traditional methods to data-driven strategies that deliver personalized customer experiences.

Emphasized the importance of aligning marketing efforts with business outcomes to drive measurable results.

Advocated for a customer-centric approach, utilizing data analytics to understand and anticipate customer needs.

2. Cloud Innovation in the Automotive Industry – Jay Vijayan

Highlighted the role of cloud technology in modernizing legacy systems and enabling real-time data processing.

Discussed how Tekion's platform is transforming the automotive retail experience by integrating various functions into a single cloud-native solution.

Stressed the need for agility and scalability in cloud solutions to meet the evolving demands of the industry.

3. Sustainability as a Strategic Imperative – Heather Clancy

Sustainability is no longer a peripheral concern but a central element of corporate strategy.

Companies are increasingly adopting sustainable practices to meet regulatory requirements and respond to consumer demand.

Highlighted the role of technology in enabling sustainable business practices, from energy efficiency to waste reduction.

Why It Matters

This episode underscores the interconnectedness of marketing, technology, and sustainability in driving modern enterprise success. As organizations navigate digital transformation, integrating these elements is crucial for achieving long-term growth and resilience.

Final Thoughts

  • Carrie Palin: Advocated for a data-driven, customer-centric approach to marketing that aligns with overall business objectives.
  • Jay Vijayan: Emphasized the transformative power of cloud innovation in modernizing industries and enhancing operational efficiency.
  • Heather Clancy: Highlighted the strategic importance of sustainability in shaping corporate identity and meeting stakeholder expectations.

Together, they provide valuable insights into how businesses can leverage technology and strategic thinking to thrive in a rapidly changing landscape.

Related Episodes

 

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Hard Shift from We to You Before Brand Distancing Sets In

Hard Shift from We to You Before Brand Distancing Sets In

I have a confession to make: I have multiple email accounts...to collect spam. 

It is a dirty secret confession of a marketer. I’ve got Yahoo, Gmail, and there “may” even be an AOL account in the collection. I knowingly hand these out to brands. I have a system for email prioritization with the top spot in the collection going to brands I want to hear from. If you got an AOL email and the name doesn’t have any initials from my name…sorry.

In this time of shelter at home, I’ve had a chance to review the contents of all strata of spamcounts. It has NOT been pretty. The emails fall into some curious categories:

  • Desperate remembrance – “Hey, we are still here waiting for you to buy from us!” to “Without YOUR support, we won’t be here for much longer.”
  • Gross outs – “Out of an overabundance of caution, we have finally started cleaning things!” 
  • Bottom feeders – “This is the perfect time to buy sweatpants in bulk…AND…with every purchase, we will send you toilet paper and a picture of a nurse holding a puppy!”

I think it is clear most consumers would like to permanently banish the phrases “Out of an overabundance of caution” from branded email. This overabundance of caution isn’t really that…now is it? It is an overabundance of Stan from Legal and Debbie from Risk telling you an email had to include the robotic linguistics known as an overabundance of nobody talks like that.

The longer the world shelters and economies grind to a crawl, the reaction of some is apparently to ramp UP emails in an attempt to continue relationships. Even worse are the brands who failed to check their workflows and content, keeping customers in automated drip campaigns that fail to take our global condition into context. I especially love the ones encouraging me to bring the email IN-STORE by a certain date.

What got really depressing was when I started to look for emails that used the word “you” more than the word “we.” Outside of the self-serving celebrations of “we are still up and running so that you can keep working/buying,” the “you” emails were few and far between.

In this age of customer-centric-lip-service and “embracing” the customer-first attitude, isn’t it time to make a hard shift from talking about “we” -- we are with you, we are in this together, we are still here ready to do business, we still want your money – and start talking about “you”?

Shifting conversations from WE to YOU can be hard…it demands that for every question we ask, we are ready to respond quickly with action that directly reflects the answers received. It also demands that we ask internally before we ask externally. Once again, asking our people what they need and what they know our customers need will also demand we be ready to respond. We can’t keep asking and not answering.

Perhaps the biggest thing to remember is that if we continue delivering messages of fake empathy and false community, the outcome will be brand distancing. Consumers are not likely to forget the opportunistic, the false or the downright creepy interactions during a time when nerves are frayed.

There is a difference between HAVING empathy and just sounding empathetic. It is not our customer’s job to have empathy for what our brand is facing. It is our job to remind them why our mission, values and vision align with their own, today and well into our mutual tomorrow. It is our job to ask how are YOU? What do YOU need or want? And if the answer is they just want to be left alone for a bit…to not be sold something…not be reminded a bill is heading their way…not be reminded they can’t go to the store with a coupon…we need to respect the answer and respond in kind and with kindness.

The social currency accumulated now will last well into the recovery. The brand distancing could last a lifetime.

Marketing Transformation Chief Marketing Officer

Managing Beyond the Crisis: On the Minds of CXOs

Managing Beyond the Crisis: On the Minds of CXOs

Employees, customers, and a path to “the new normal” top the list of C-suite executive concerns. Here are a few pointers from Constellation’s Post-Pandemic Playbook.

First, let’s acknowledge some realities here in the early weeks of the COVID-19 crisis in North America. Personal and family safety are obviously at the forefront of everyone’s mind. Some heroes, like our healthcare and public safety workers, selflessly put even these concerns aside in order to do their jobs. Also deserving of acknowledgment are those working in pharmacies, grocery stores, warehouses and other places where people interact and where there’s no option to work from home.

Second, let’s admit that it’s hard to generalize about what some now euphemistically call “the new normal” for business. The airline and hospitality industries and businesses deemed to be “non-essential” are in near or total shutdown mode. Those in health and public safety, the food supply chain and anything tech related to supporting remote workers are scrambling to keep up with demand.

In an open virtual discussion with more than 40 CXOs last week, Constellation Research heard a broad range of short-term and long-term concerns and opinions. Chatham House rules applied to the meeting prevent us from sharing the identities or affiliations of the speakers, but here’s a sampling of what these CXO had to say.

Learn from Work-from-Home Successes

Several executives agreed that work-from-home (WFH) productivity is going surprisingly well, so much so that some speculated that many companies may reassess their WFH policies and real estate commitments once the crisis is over. Benefits mentioned included the ability to hire prized talent and workers from outside of Silicon Valley, New York and other competitive job markets.

One exec noted that his firm had previously learned the hard way that mixing remote and local workers on a team does not work well when most of the team members were in one physical location. The remote minority inevitably feel like outsiders and cannot participate as equals. His firm solved this problem by having all  team members join meetings virtually, even if half or more of those team members are in a single location. This levels the playing field and ensures equal access to information and ability to participate. This is a policy that businesses should consider as the crisis wanes and the mix of remote and office workers starts to get back to normal. Some employees will feel comfortable returning to offices sooner than others.

Note: Still struggling to support work-from-home requirements? Check out
this Webinar by Dion Hinchcliffe on productivity, collaboration and remote work technologies and best practices.

Set Short-Term Plans & Keep Monitoring

Whether your business is struggling to keep up with new demands or struggling to survive, you can throw out the budgets and business plans originally developed for 2020. Historical data and existing models may have little predictive value for the time being. Agile analysis and planning based on the very latest data is the name of the game.

Even supermarkets and hardware stores, which have remained open nationwide throughout the crisis, are seeing dramatically different customer behavior and buying patterns. One CPG executive we spoke to shared that his company has narrowed its product assortment to best sellers, and it can’t make enough of some of these products.

Other businesses are not so fortunate and have been completely shut down. Experts expect an eight-week crisis cycle to roll across North America as population centers go from the first 1,000 confirmed cases of COVID-19 to a tapering of new cases and an easing of the danger of local healthcare systems operating over capacity. The easing of shelter-in-place directives and business closures will depend on case numbers, availability of testing and other, yet-to-be-determined criteria.

To support an agile, data-driven approach, take these steps:

  • Know your data sources, particularly those providing leading indicators of demand
  • Ensure timely access to the latest information and monitor actual data-access and usage patterns rather than relying on old assumptions about the data that the business relies upon.
  • Break down departmental silos. Information found to be useful to one group may have equal or greater value in another context. Recognize interconnected requirements and outcomes.
  • Embrace continuous planning. Keep monitoring customer interactions and digital behaviors, sales, procurement, inventories, accounts receivables, cash flow. Patterns are likely to change from week to week.

Yes, historical patterns, such as seasonality, will continue to shape behavior, but the new normal has yet to emerge and customer behavior will take time to stabilize and become more predictable. 

Prepare for Longer-Term Opportunities

One CIO said he’s seeing “crash” teams established within companies focused on  three questions: How do we survive (addressed above), do we need a strategic reset, and how to we get back to growth once the crisis eases?

On the strategic reset question, Constellation expects that many companies will reassess secondary business models and commitments to non-core product lines and markets. Constellation expects to see a wave of asset sales, mergers, and acquisitions. Companies that are saddled with debt and those in bankruptcy will lead the asset sales and become takeover targets. Today’s Fortune 500 maybe thinned to a Fortune 350.

Companies that are flush with cash will be in a good position to pursue acquisitions, but if they don’t act quickly, they themselves will become acquisition targets. Fast financial analyses and accurate assessments of market prospects will be crucial. M&A is often a secretive endeavor, carried out by bankers, lawyers and top-level executives. Do not enter deal rooms with piecemeal data or half-baked assumptions about your own firm’s performance, its ability to effectively acquire or the prospects of an acquisition target.

As for that third question on how we get back to growth, “that's kind of the Golden piece of information that every business is looking for,” said the CIO. “A few of the CEOs that I’ve talked to are saying, ‘it’s not like we’re just going to turn the switch back on and , boom, everybody’s going to come back to work and customers are going to show up again.’ They’re saying it’s going to be more of a gradual, testing process."

Constellation founder R “Ray” Wang advised that “it’s very hard to put a timeline together without understanding when the crisis is going to end. We are looking at four factors: time, industry, geography, and the spread of the virus. We think it starts to get to recovery when you have seven days of no new cases [in a particular geography] and you know you’re on the other side of the exponential growth curves we’ve all been staring at.”

Related Reading:
Why Every Organization Must Build A Post Pandemic Playbook
Lead with Visibility and Agility During and Beyond the Pandemic
The CIO Must Lead Business Strategy Now

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Musings - IBM's 10th CEO takes the rains - Krishna has his work cut out for him

Musings - IBM's 10th CEO takes the rains - Krishna has his work cut out for him

Today it became official, Arvin Krishna succeeds Ginny Rometty as CEO at IBM. A technology company that has only had 10 CEOs since 1911, starting as Computing Tabulating Recording Company (CTR) in Endicott, NY. 

 

 

 

 

IBM under Rometty

Rometty's rein over the company was around 8 years, taking over from Sam Palmisano, who clearly dealt 'Ginny' a bad card: Financial engineering setup IBM for steady growth as it was common in the early 2000s (see GE), while the company was not innovating fast and well enough and had missed the move to cloud. IBM was not alone in that miss, and remarkably, from the IT mega vendors of the 20th century its only Microsoft and Oracle who have a game in the cloud business. It is not that Rometty did not try – my first news analysis blog post as an industry analyst was about IBM acquiring SoftLayer (see here) on June 5th 2013. Cloud quickly became a mantra, but under the hood there was a bitter fight between the established cloud business (that 'failed' as SoftLayer had to be acquired) and the new guys. No surprise – and as often – the establishment won and SoftLayer founder Lance Crosby was soon gone. 
 
Under Rometty IBM did more than 50 acquisitions, with the pace only slowing recently… but the direction was never clear beyond a doubt. Rometty transformed 50% of the IBM revenue says ibm.com – still no luck. IBM's cloud efforts quickly got shifted into big 'lift and shift' endeavors, signing large outsourcing deals. Nonetheless IBM was ahead of its time with many key cloud offerings – e.g. being the first to bring HANA and SAP to the cloud (see here), it partnered early with Workday (see here), was the first to sign a partnership with VMware (see here) etc. It all did not help, the IBM disease (more later) kicked in. It was partnerships driven by customer needs, usually a good sign, but never developed broadly, always seen in the services lens…

The other big bet under Rometty was Watson. Watson had a great start and had great brand recognition with the jeopardy fame, but did not see the investment that was needed to keep Watson a modern AI platform. A classic example of a product that was taken to market and then overtaken by the technology progress: Better cloud based solutions, the rise of neural networks and an inability of IBM to truly innovate with Watson (or a successor), make Watson a sad story. It is also a lesson learnt that no matter how much marketing you put into this (IBM coined it cognitive, had a World of Watson conference series). The saddest part for me was the fine line between truth and fiction that IBM executives tangled with closely with – when it came to Watson. But at the core the problem for Watson was again the IBM disease…. (more later).

For some time, IBM was playing well in the PaaS space with BlueMix (see e.g. here), it had its height from 2014-2016 – but then went away as well, as IBM did not manage to make the transition of its Rational install base to the BlueMix platform and it realized that a truly successful PaaS platform would compete with many of it software partners… here is a hint on the IBM disease… again.

More recently IBM has bet more on block-chain, that for some time was the third leg of the IBM stool. But deployments are slow, uptake is not as expected, and things have gotten more quiet around block chain in the last 12 month at IBM.

And then IBM had a large software portfolio of some promising and less promising software assets (yes, IBM sold HCM software with Kenexa, better know as Brassring). How that software portfolio held together, what the synergies were and the master plan – all that went away when legendary IBM software executing Steve Mills retired. Since then the software portfolio has been in disarray, lacks leadership and overall encompassing strategy that at least gives an idea what the 'endgame' will be.

To remain relevant, Rometty had to do something big, and the 'big' thing was the Red Hat acquisition. Enters also the new CEO, Krishna, who was the key architect of the acquisition. The least discussion about the big impact of the acquisition was the price – 34B (read my take here). Red Hat itself was struggling with its new investments to make up for the shrinking RHEL base. The most promising was AppDev – which has gone missing again (likely for the same reasons BlueMix never took off). The next one was the PaaS platform OpenShift, where in October 2017 Red Hat laid the foundation to its multi-cloud support with partnerships with AWS and Google (see here). Curious on the next bet? OpenStack and we know that one went sore for a lot of players. So a lot of expectation is now on creating a hybrid cloud business around the Red Hat OpenShift platform.
 

IBM's 'disease'

I have attended north of 50 IBM events and conferences in the last 7 years. The company has extraordinary customers, talented people, deep pockets… but it never built truly great software products. IBM felt like an unfinished opera: Act I was hardware, Act II was services and Act III would have been … software. But the products – as solid as they were, as much they were shouldering true enterprise load – they never were truly really great. Close software assets like db2 and WebSphere were more or less thrown out for the next big thing, much to the surprise of customers and other partners. My eye opener was attending the IBM Alliances Insights event August 15th 2016. I always knew that IBM had a ton of consultants… but learning that over 100000 IBM employees made their living with only three partners (SAP, Oracle and Microsoft) made me realize that IBM more than ever, was stuck in the services player category. Simply put – product that were 'good' at IBM would never have seen the light at e.g. Microsoft, Oracle, Salesforce or SAP. They were to service intensive. But for IBM that was ok. Truly great products, that did not need a consultant (e.g. think of BlueMix) were more of a problem. The return of R&D did not translate into a revenue from consulting engagements. And IBM did not understand how to maintain and expand truly great software products (like db2 and WebSphere). The good news is that the hybrid cloud consulting business is immune against the IBM 'disease'. It takes little armies of consultants to get started and remain operating in hybrid cloud… but if enterprises want to operate that – remains a huge and big question. 
 
Arvind Krishna in an interview with CNBC on April 6th 2020

Krishna has his work cut out

Almost in a position of where the board might have said, you sold us the deal – now make it real – Krishna has to deliver. But to get 34B back from hybrid cloud licenses (small) and professional services (small) is a huge challenge. IBM sees a 1.2T US$ revenue opportunity in hybrid cloud, but it has its set of competitors. AWS, Microsoft and Google have their hybrid offerings – and largely without the need of legions of consultants. IBM may position itself as the hybrid cloud vendor that takes care of the challenging, more service needy clients. In the meantime, the product centric vendors will reduce the need for professional services with every new product release. While having Accenture, Atos, Cap Gemini, Deloitte, KMPG, etc. help them implementing. Mapping progress of the OpenShift platform vs the leading cloud offerings for hybrid cloud will allow to gage IBM's long term success.

Oh and then there is AI. In its initial interview on CNBC, Krishna pointed out that work is being done with Watson (he is still there) Assistant and he was positive on the growth of digital assistants. But no matter how promising digital assistants are – they cannot fuel an IBM as we know it today. So IBM will have to provide a major investment (or acquisition?) in the AI space to be a player. With its fumble on its own cloud infrastructure – it will be a hard market get (back) into. And the challenge was laid in Whitehurst's portfolio with having Bob Lord / Cognitive Applications report directly to him.

Speaking of cloud – IBM's future is literally spilled all over the org chart. Whitehurst and team need to bring OpenShift to the IBM product teams. It makes sense that strategy reports to him. Rob Thomas is also reporting to him with responsibility "security, hybrid cloud, AI and Red Hat synergy" (if you go, Huh? This is word for word from press release). in charge of doing that for the data and cloud products, reporting to Whitehurst. But the platform will be developed under new Red Hat CEO Paul Cormier. Oh yes and then Howard Boville joins from Bank of America (where he was CTO) as SVP for Cloud, overseeing IBM Cloud. Pressure will be also on Bridget van Kralingen who has to deliver the revenue numbers. All of them will need Krishna to call the shots to succeed pretty much on a daily basis. If one of the many strategic IBM customers want and need something, it quickly gets complicated and Krishna will have to play interference.

MyPOV

If Krishna wants to outlive the short tenure of other short tenured IBM CEOs (T. Vincent Leason had 2 years from 1971 to 1973) and John Opel (1981-1985) (see the list of IBM CEOs here) he needs to find a strong second and third revenue stream for IBM. If this still can be AI / Watson is under question. Financially IBM can't make any too big acquisitions, and merging is out of the question (at least for now). Revitalizing the software portfolio, and what is left of it, is an option, especially as Krishna comes from that group. The board gave him a bad setup as giving right away the president position to Whitehurst. Usually IBM CEOs keep that title and it is rarely bestowed (who was the last IBM President that was non CEO – if you know – I will gladly here, it broke Google).On the flip side, if Whitehurst fails, Krishna may be around longer. If Whitehurst succeeds, then Krishna may end up with a tenure with a time between Leason and Opel. Krishna is a smart, humble and likable personality, this will all play in his favor in his new role. Expect to see the by now typical synergies with other key Indian CEOs (Nadella at Microsoft, Pichai at Google and Narayen at Adobe) – which will certainly help.

On the concern side, all is setup for a repeat of the SoftLayer story: Only the 'in house' team has a new head with Boville. But expect the battle between the traditional IBM cloud and Red Hat offerings. Krishna needs to clarify that fast, as customers and partners need to know where IBM is heading. A 10-15 time higher price tag (rumor was that SoftLayer was 2B+ back then) does not guarantee success. Part of it is the customer – why move your cloud offering, if the new offering does not offer enough tangible benefits. A key innovation dilemma that Krishna needs to address, given the more conservative nature of IBM customers and their mission critical workloads.

The opportunity for IBM is multi-cloud. Enterprises do not want lock-in. The question is – how much services do they need for operating in a multi-cloud model and… if the IBM 'disease' will strike again, the sooner Krishna can transform IBM into a "software first" mentality and deliver on it – the better for IBM, its customer, its shareholder and its employees.
 
 
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Navigating Digital Transformation, Process Optimization, and Cloud Strategy | DisrupTV Ep. 184

Navigating Digital Transformation, Process Optimization, and Cloud Strategy | DisrupTV Ep. 184

Navigating Digital Transformation, Process Optimization, and Cloud Strategy | DisrupTV Ep. 184

In Episode 184 of DisrupTV, hosts R “Ray” Wang and Vala Afshar engage in a compelling conversation with three distinguished leaders:

  • Ian Gotts – Founder and CEO of Elements.cloud, a company specializing in process mapping and business transformation.
  • Gretchen Alarcon – Group Vice President of Product Strategy at Oracle, focusing on enterprise applications and cloud solutions.
  • Holger Mueller – VP & Principal Analyst at Constellation Research, providing insights into enterprise technology trends.

Together, they explore how digital transformation, process optimization, and cloud strategy are reshaping the enterprise landscape.

Key Takeaways

1. The Importance of Process Mapping in Digital Transformation – Ian Gotts

Emphasized the need for clear process mapping to understand and manage business operations effectively.

Discussed how process mapping tools can facilitate smoother transitions during digital transformation initiatives.

Highlighted the role of business analysts in bridging the gap between technology and business needs.

2. Cloud Strategy and Enterprise Applications – Gretchen Alarcon

Shared insights into Oracle's approach to integrating cloud solutions with enterprise applications.

Discussed the challenges and opportunities in adopting cloud technologies at scale.

Stressed the importance of aligning cloud strategies with business objectives to drive value.

3. Analyzing Enterprise Technology Trends – Holger Mueller

Provided an overview of current trends in enterprise technology, including AI, automation, and cloud adoption.

Discussed the impact of these technologies on business operations and decision-making.

Offered predictions on the future direction of enterprise technology and its implications for organizations.

Why It Matters

This episode underscores the critical role of process optimization and cloud strategy in successful digital transformation. As organizations strive to remain competitive, understanding and implementing effective processes, coupled with strategic cloud adoption, are essential for achieving operational excellence and business agility.

Final Thoughts

  • Ian Gotts: Advocated for a structured approach to process mapping as a foundation for successful digital transformation.
  • Gretchen Alarcon: Emphasized the need for a strategic alignment between cloud technologies and business goals to maximize value.
  • Holger Mueller: Provided valuable insights into emerging enterprise technology trends, helping organizations navigate the evolving landscape.

Together, they offer a comprehensive perspective on how businesses can leverage process optimization and cloud strategy to drive transformation and innovation.

Related Episodes

 

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DOMOPALOOZA: How to Make Lemonade from REALLY Ugly Lemons

DOMOPALOOZA: How to Make Lemonade from REALLY Ugly Lemons

Domo was handed a rough hand. First, make the decision to cancel the live Domopalooza scheduled for the week of March 16. Second, figure out how to turn a massive live experience into a virtual event. Third, just before go-time, deal with a 5.7 magnitude earthquake rattling everyone’s nerves at 7 am followed by aftershocks throughout the day.

This wasn’t just an exercise in handing Domo some lemons and asking for a cool, sweet beverage, it was handing them rotting lemons and asking for a miracle.

The message repeated throughout the event was more of a rallying cry: Go big. Go fast. Go bold. Domo went big. They HAD to go fast. Domopalooza ended up being a bold move to showcase some even more bold and successful clients.

Rethinking Live

Domo did an exceptional job at bringing a completely different experience to their virtual event. Then again this should NOT be a surprise for an event where Josh James is CEO. I don’t think it is a coincidence that John Mellor was also there to help mold James' vision into a successful strategy.

These two KNOW how to do this and do it WELL. 11 years ago…almost to the day…I was in Salt Lake City listening to Maroon 5 thanks to these two. James and Mellor created something unique with the Omniture Summits…so I wasn’t really surprised this reimagined event went so well.

More than anything, Domo leaned in to the fact this was NOT what they originally had in mind, but they wanted to achieve a couple things: share their customer’s stories, wins and thinking, introduce some new products, features and functions, answer as many live questions as possible, allow as much interaction as possible...and remind us that James is one heck of a skier.

Mission accomplished on all fronts.

It is worth noting that Domo DID in fact go big, fast AND bold. It was 2 weeks between shift decision to start time and yet none of the experience felt rushed or that corners had been cut. It was as if this was the plan from the very beginning.

It should also be noted that it may be unfair to compare other events to Domo’s high benchmark of success as moments after the live (albeit virtual) experience multiple states issued bans of gatherings more than 10 – 50 people making assembling a larger scale production team an impossibility. Even with the deck stacked against them, today it might feel as if they still had multiple advantages in pulling this off.

I would argue, however, that the greatest single key to success was that Domo’s focus was NOT on how to deliver their news or their story but instead how to deliver their customer’s successes and their customer’s stories. THAT is where the production and the engagement really made a difference. Josh James wasn’t just talking about data with Brian Kaner, CEO of Pep Boys…the audience was eavesdropping on an earnest conversation and it was captivating.

The Announcements

Throughout the live event and sprinkled across several on-demand sessions, new features and functions were announced. Here are a couple of items that caught my eye:

  • Integration studio reminds me of the moment in Dirty Dancing when Johnny announces that NOBODY puts baby in a corner. With Integration Studio, Domo makes sure that no system and no dataset is left in a corner allowing for seamless integration BETWEEN systems and not just from systems. The drag and drop nature of the connectors allows you to quickly and easily bring in data sets, apply ML or AL and configure connections across cloud, on-prem or proprietary solutions.
  • Updates to Domo’s Analyzer remembered users are human. From instant undo and redo, drag and drop layout functions and a general sense that the user is in control and capable to “just see what would happen if…”
  • Excited to see the updates and upgrades to Data Lineage and Impact Analysts. Lineage allowing users to click into a DataSet to see ancestry of the data to quantify freshness, data source and owner, and any availability of the data and run times. Impact Analysis lets users see what the ramifications of shifts or changes to a DataSet might be. As marketers are being asked to justify data utilization and leap with every new regulation, this functionality is now critical.
  • Domo Stories has been a clear hit among users and something Domo deserves to celebrate. The new additions add flexibility and the opportunity to deliver even more context and relatability to the data being visualized. Layered on top of Domo Everywhere, you can take something that feels big and hulking and turn it into something easily accessible, understandable and relatable to everyone across the business. Case in point: Domo took multiple sources of COVID-19 data and created one of the more usable and explorable dashboards I have seen. Check it out here: https://www.domo.com/coronavirus-tracking
  • Pardon me while I just let my data nerd flag fly when I say…O-M-G NEW CHART TYPES. For the “pie charts are my jam and I don’t need more than an exploding pie chart” set, you may as well move along…there is nothing here that will interest you. But if you love to see a good visualization come to life…Domo has the data-candy to feed your hungry soul. From the Sankey diagrams to the SPC Charts that can plot trends while highlighting outliers and anomalies but can also trigger alerts to spur immediate attention and action, I’m not going to lie…I got a little breathless during this part.

In the end, there was a playfulness to Domopalooza that was not a by-product of the shift from live to virtual event. It is an attitude that is clearly present across the product as much as it is watching Josh James wearing a panda t-shirt while standing in front of the Salt Palace. Domo wants you to have fun with data…explore with it…play with it…but most importantly, they want you to lose the fear of it, dig in and make decisions about business with it.

In a day and age when there is more than enough conversation and dialogue around the questionable impact and negative ramification around data, it was refreshing to be part of a discussion where data was more about painting like nobody is watching and being OK with the mess than it was about rigidly painting by the numbers and being told to be happy with insights that you only see in a rear view mirror.

Go big. Go fast. Go bold. Well played.

 

Note: Screenshots were taken from Doomapalooza 2020...if you want to check out the on-demand, visit https://www.domo.com/domopalooza/dp20

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