CIO Leadership Live with guest Vipin Gupta, CIO, Toyota Financial Services


Good afternoon and welcome to CIO
leadership live I am your moderator for this program I’m Maryfran Johnson the
executive director of CIO programs here at IDG and I’m very pleased today to be
welcoming Vipin Gupta who is the group vice president and CIO at Toyota
Financial Services. Vipin is responsible for all aspects of IT across Toyota
financial and also for the digital transformation work that is going on
across the company as well he joined Toyota Financial ten months ago and he
reports directly into the president and CEO of the company Toyota Financial is
the finance and insurance brand for Toyota and Lexus as a captive finance
business it provides retail and wholesale insurance leasing and other
financial services to dealers and the dealers affiliates and the end-user
consumers and customers like you and me the u.s. division of TFS has 3,300
employees and the assets it has under management are about a hundred and
twenty billion which actually puts it globally up in the top 20 banks across
the world and it is also part of a global network of Toyota Financial
Services operations that spans 36 countries before he joined TFS last year
that Ben spent 10 years in various IT leadership roles in the banking industry
in u.s. regional us-based regional banks he was the executive vice president and
CIO for key community bank which is one of the business units of Key Bank and at
that at Key Bank he led both the tech and business operations functions the
first 15 years before he got into the banking industry in his career he was a
consultant and he was a partner and a practice leader at both Ernst and Young
and Cap Gemini where he worked on multi-year transformation projects at
well-known financial institutions such as JPMorgan Chase Bank of America and
Merrill Lynch thanks very much for joining us today
Tippin tell me a bit more about the advantages
of being a captive finance company in the auto industry I think the biggest
advantage is obviously that experience is one that so for us from a client’s
perspective or customers perspective or for analyst perspective they expect this
one to earth experience whereas technically Toyota Financial Services is
a separate entity or a separate organisation from our Toyota Motor
Corporation and also from our dealers but from customer’s point of view they
don’t really care they expect this one or that experience right is the
advantage of a captive finance finance like us yeah well and on the on the
other side of it you mentioned that you’re facing dual disruption in the
market as well that both financial services and the automotive industry are
essentially experience experiencing the explosion of the the mobile life that we
all live and the expectations that that brings from customers so talk a little
bit about what you see disrupting in these traditional markets both on
financial side and on the auto industry side yeah that’s right so it might be
the software is redefining the world software is redefining our industry
software is redefining our business software is redefining our customers and
customer expectations and we are our industry is getting reshaped on two
fronts motivator for actual services one on the automotive front and other on the
fracture services just like you described so automotive industry is
reshaping into a mobility industry whereas financial services business is
reshaping into a digital business so what we are doing
TFS is redefining itself into a mobility company or mobility finance company to
enable the freedom of movement so it’s no more just about ownership of the cars
which will be there but it’s about moving from point A to point B and
that’s what we are enabling in you reshape well and when you say
mobility industry you mean more than just access from anywhere in any device
expand on that a little bit more I’m just I’m trying to picture how an
industry becomes a mobility industry what some of the differences are yeah so
in our case I do not want us to confuse this mobility from the mobile device
tiers right in our case the mobility is the movement of people movement of
material from point A to point B so today if you have to move from point A
to point B we use vehicles and in today’s world also it is reshaping into
full temper for you to go from point A to point B you can now take taxis but
more partly you can also assure our services like ride a SlideShare or our
uber and lyft and that’s what we mean by mobility but mobility goes beyond just
the vehicles on the road mobility can also be moving from one room in the
hospital to another room in the hospital the idea here is that Toyota as an
industry as a business we are going to support all forms of mobility forced the
people and for the material in the future okay okay the and when we were
talking about your customers what struck me was the fact that you’ve got multiple
groups you’ve got internal employees all of your associates or customers your
dealers the affiliates of the of Toyota and then end consumers like myself how
do you have different strategies for each group or is everything you’re doing
kind of a one-size works for everyone yeah so for customer expectations so all
our customers which are our dealers our drivers and the consumers in this
mobility context everyone expects us to play a much bigger role so for our
dealers they expect us to provide them or make them part of this broader value
chain and provide a win/win not only for the dealers but also for the customers
whereas the drivers expect better in-car experiences
and given whether they own the car or not so the drivers and consumers expect
enhanced entire experiences and they expect us to fulfill their mobility
needs irrespective of whether they own Toyota cars or not so customers expect
simple experiences and I think what is happening is it’s shifting from a
traditional and of an omni-channel experience to what I call it on my
channel experience it’s really shifting those omn I think about them as open mi
it becomes on my channel and that’s the ship where omni-channel is typically an
inside-out view it’s our view providing our consumer how do you reach everyone
how do you sell everything yes looking at it from outside where the customer on
the channels that the customers are on it could be we have to be where the
customer just must be in the dealership we need to be there they can be in the
car in the home or using an app with one of our FinTech okay do you have is that
I know that’s a relatively new strategy do you have any anything to show for
that yet is there anything that consumers might be noticing today that
is more in that on my channel rather than Omni we are experimenting various
aspects on my channel what we call as internally as a customer chosen
experiences but what you will see is in coming months and years we will start
deploying some of these experiences where it is not about creating a
capability and distributed across the channels but uniquely designed to enable
a particular experience okay where the customer is and largely the focus is
around how do we connect consumers and dealers say around leadership how do we
change that experience okay now when I whenever I interview CIOs I always
start out asking especially CIOs who are into a not only a new job recently but a
new industry on what kind of what are the biggest challenges that you are
initially encountering and yours was actually a surprising one it had to do
more with the way your IT suppliers and partners were viewing Toyota Financial
talk a little bit about that I thought that was that was a new one on me yes
one of the only things that I joined here pass and I realized was that learn
for suppliers the way they thought about us they really didn’t think about us as
a financial services organization mm-hm and one of the things that we had to do
was to kind of really highlight the fact that we are a financial services
organization to support a manufacturing organization and so and in most cases
some of these suppliers will put us in a manufacturing Vienna okay and the way I
think about this is on the surface while it may not seem such a big deal but if
you really think about this for example a Java programmer mm-hmm with a
financial services background will definitely will be more effective and
more efficient for a financial services products and services compared to a Java
programmer from a manufacturing side working on the financial services and so
when we talk to our suppliers they immediately understood this gap and
understood dismiss and once they understood it they were able to make a
quick change and I’m happy to say that most of our suppliers all our top 20
suppliers have now aligned us to the financial services organization to the
financial services attractivity you will already seen the difference the oldest
in the difference in our conversations what are your conversations and the kind
of partnerships that we find it will be there that’s going beyond just staff
augmentation mm-hmm how these suppliers can be part of this you change change in
the operating model that they’re going through and also change in our industry
in the business plan right right well and we’ll get into a little more
discussion about your suppliers because you’ve changed more than just the way
they see you you have a lot of relationships changing
too because of some of the other things you have going on there let’s talk a
little bit more about let me see we talked about the on my channel and the
customer expectations changing how would you say that is impacting your role as
the CIO and I know you view it like many strategic CIOs do today that you’re
really as much about the business if not more than you are about technology but I
wondered whether the changing customer expectations have accelerated any parts
of the role something that you’re paying much more attention to now that you
didn’t use – yeah can be obviously a strategic enabler but it can also be a
significant attractor so the change is that the role of our CIOs
like me has shifted from being a head of an IT department to being a part of the
leadership team and IT happens to be the specialization that I bring it to the
difficulty right and so if you think about other other aspect is that we need
to kind of move into this digital world move into this new mobility world we
need business leadership in IT and IT leadership in business so I believe the
ability to harness the software or the responsibility to harness the power of
software is not just for IT department anymore everyone into our financial
services need to be part of this digital revolution because one you and then also
know and his technology’s role is not to build more technology it is to pull more
business and that’s the shift that is taking place not only in my role but
everyone in our traditional IT organization that we are connecting
across the supply chain of business and technology and really truly breaking
away the boundaries between business and technology which have traditionally
existed in organizations like ours mm-hmm
well you had something very interesting when we were talking about digital
transformation and just digital in general you made the point that it’s not
just about rewriting and grading the technology but it’s
rewriting the way people work together that fully harnesses the power of that
can you give us an example of what you see coming with that or maybe something
you’re doing already yeah so again I believe I think one of the critical
things for us is going to be speed and to create the speed not it will come on
three fronts but we think about agility agility on three fronts agility of how
we build the software directly on how we make decisions and agility on what our
platform looks like and how we connect that platform all three elements have to
come together and I also believe this speed is not only going to come from
just introducing new technologies we have to fundamentally reimagine how we
work and specifically how IT words because IT is the foundation for this
digital and so we are starting to make lots of changes around the IT operating
model so ultimately give us this feel to drive this digital transformation yes yes well when I was thinking this might
be because you made the point that you’re becoming an agile digital
business and one of the ways you’re doing that that you’re changing the way
you build software and to make it more like the way you build cars which is you
know globally known as a very efficient approach from Toyota and and that led us
to talking about your digital factories let’s talk about that a little bit
what are your ABC digital factories and what does the ABC stand for yeah so ABC
stands for business capability Factory okay but more importantly these are not
as IT factories these are truly business capability factories and so we are
changing the way we build software we will build software the way we build
cars we will bring the same automotive manufacturing practices the disciplines
and the standards to the software manufacturing so we launched these
factories about a started to largely about three
months back and we call and with an intention to
create this agility and we took this entire business of TFS and organized it
into a powerful physics business capability and for each business
capability you establish this Factory ABC digital Factory clear ownership and
accountability and each Factory we try to keep the framework realism mm-hmm
each faculty has what I call it a five-point framework now can follow the
five rules I think we’ll get the right factory for the right business
capabilities and these are largely based on agile and lean principles each
faculty number one each faculty has certain average change at least partly
they can do it faster if they choose to each Factory has a durable fixed size
team we call them factory squad each factory follows the same framework for
meetings routines ceremonies like daily scrums and weekly a sprint reviews etc
and we’re expect all changes and this may be the one change which has the most
profound impact all changes to the business capabilities are spread through
a single backlog for that faculty single funnel no changes to the software or the
platform are going to take place outside of the factory and then finally each
factory has a dual ownership to in the Box one with the technology expertise
another one with the business expertise and both have equal accountability equal
empowerment equal decision rights and both are accountable for the flow of
imported to the factory and defining the output from the factory interesting and
this this kind of framework not only helps empower the ownership our owners
of the factory but it also helps me change is my role because instead of
micromanaging these factories my road becomes more around providing the tools
the standards the framework the platform then how these factories to prosper and
flourish without micromanaging them on a day-to-day basis
and what sort of roles are included on a factory squad because this is not just
IT people so it’s business and other parts of the operations yeah so it
really starts from all the way across that’s a cross-functional team that
starts with the traditional business functions the one who owns the process
on a day-in day-out basis so those are the our business owners or business
faculty of us we are paired up with our technology faculty on us and you also
have and then we have a typical team of various kinds of ingenious that are
relevant for that particular platform in addition to that they also introduce
some roles like reliable engineer these are the engineer whose role is to ensure
the software that we are building is designed for high quality IT operations
and also then we have automation engineers and this the engineers role is
to make sure whatever we do in the factory whatever software is produced
the one we are applying automation and secondly designing it for automation and
automation is going to be a significant part of this fact if you try to speed so
these roles are cross-functional in addition to that you also have dedicated
drones for information security dedicated roles for legal and compliance
functions so we are really looked at it across the organization and set it as a
horizontal theme from one end of the supply chain which is the customer to
the other end of the supply chain which is yes well I could see how this would
lead to a lot of reorganization inside the IT organization but it sounds like
it also is driving some reorg across other parts of Toyota’s business
so is this on everybody into the pool kind of reorganization that has been
going on in the last year or so since you got there traditionally we tend to
apply gelatinization frankly I think we had mixed a success
with that kind of a model but do we truly add your best medicine as an
organization you have to really look at it completely holistic and that was the
conversation that we had early on in our Atlanta is yet to say if we are going to
be a good business organization and all of us have to be in and in this model
and unfortunately we all decided and it’s a culturally this is what I like
about the team here and being part of the Toyota is they’re very passionate
and they were acquired in the story huh Brad so we do debates once the debates
once we breathe the outcome of the debate that everyone follows through
best decision so once we made that decision it was really easy for us to
shift this model where it’s not as an IT operating model that is changing but
it’s also impacting other aspects of the organization and almost really creating
this these horizontal business kept a very detailed and and to me I think that
works powerful it’s almost like you know how it is if it’s a supply chain and
only two links in the chain are agile and other eight links are not agile it’s
not going to be yeah I know a lot of companies and a lot of companies end up
with a mix of agile and waterfall approaches and it can actually bog
things down more than anything else how is this different from the kind of agile
development or agile and lean development approaches you’ve seen go on
in the finance industry and banking where you came from is this like agile
on steroids or how is it different yeah I think the difference is really
which is our secret sauce destroyed that we are going to manufacture the software
the really main factor costs and part of the thought process is how we
manufacture parts is a lot of it is also done through automation so last year
when I joined the fs2 at the financial services I had an opportunity to go to
Toyota city in Japan and I got to see our factory I
such an inspiring experience when you see these cars are Toyota Camry and
Toyota Priuses rolling off the assembly line at 58 seconds per car the Olympic
is an entire process and the reason we are able to do it is obviously there are
human elements to this but there’s a significant amount of automation that we
do decide to speed and drive this quality through the assembly bags we
would apply the same practices here and that’s the nuance it’s not just agile
and its really Adam Levine and automation and automation is a big part
of this so we are looking at automation slightly differently in the sense we are
looking at automation and for every task that the factory performs not all the in
the factory but then what happens after the factory produces the software in the
IT operations area so we’re looking at an entire cycle of software from of the
development software testing software deployment all the way to monitoring as
well as asset management and kind of creating this automated support system
for the factory just like in a factory still we manufacture cars if you’re
assembling when we are assembling the car we are focused on assembling the
cars not worried about the underlying infrastructure that the factory provide
we expect that to happen right as for the process so today that’s
not where I can hear but that’s where we are going to go it’s design agile with
automation in mind from beginning to end and then and frankly automation is just
one part of the story the second part of the main part of the story really is the
talent the people and we need the wisdom of people to fully realize this value of
agility and ogwuche well and as a point you made and will definitely get into
the people angle but I wanted to circle back on the notion that this changes the
nature of work for the people that are part of IT
how fast will this happen when you talk about software eventually being
manufactured just the way you do cars are we looking at a 10
your horizon or a two-year horizon what is the timeframe you have extremely less
black man your friend because we don’t have time you don’t have penny does okay
so we are really targeting this for next two to three years and I’m very close
with it and I think they’re gonna make progress I don’t know what degree of
fertility and what did he have automation you will be able to achieve
but expiration of very I achieve a very high degree of automation and create
this cool completely different kind of a speed on how we deliver software and the
business changes because that’s what are what is needed to compete it is muted
the world especially with our new competitors who are inherently victim so
we need to operate with their speed and when you talk about those new
competitors are you thinking about Google and Apple and Facebook or are you
thinking about other car manufacturers no because today our customers
experiences are not only dependent on or based on their experiences with Toyota
you have other customer experiences or other experiences around them and they
expect us to deliver the same kind of experiences that they are getting from
other digital organizations or digital businesses so these could be these large
digital organizations and also smaller ones like syntax that are coming up a
lot of entrepreneurs so we have to also keep that in mind so bottom line is one
common denominator is that speed is going to be critical in future but there
will be very careful when I say speed I don’t mean stealing so that’s the
balance that yet is trying it’s about speed it’s not about stealing so you’re
going to take our time and I think we’re next two to three years over achieve a
significant amount of automation and agility now yes and that of course leads
us back to the with that incredibly aggressive goal I think you’d mention
that a you want a high percentage of automation across all these ABC
factories within the next two to three years that obviously requires a lot of
talent resources and a big shift in the sort of talent you need so are their IT
skills that are just going by the wayside are their IT skills of the
future that you’re trying to develop now how are you approaching the talent
challenge around this you know in a way I think what I like about a team is the
passion and the private I mentioned so they’re all business capability model
and all the put automation underneath it and but at the end of the day people are
going to be what’s going to make the difference and it’s when I say people
I’m not we are really not talking just about technology team members you’re
really talking about all the numbers across DFS so as I said earlier the
harnessing the power of software is not just the job of IT department everyone’s
job so we are stepping back and looking at it more holistically so what we did
was last one we launched something which we call as TFS digital Academy it’s just
about two miles in that direction from this campus and this digital Academy is
for all our employees and for all also for our consulting partners still so I’m
always to continuously build this team of experts and build mastery so mastery
in our business mastery in digital technologies mastery in new technologies
emerging technologies Maskelyne agility mastering automation the key word is
mastery it’s not about just managing the product it’s about really understanding
the core skills and competences needed to be a digital organization and we are
creating this and this is this Academy is not just a training center it’s
really a learning center and when I when I say Learning Center it’s about
learning and teaching so our team members are teaching our key members so
what we say is that it’s we are creating a continuous cycle of learning doing
teaching and do that’s what neonatal and that’s what we are quite unable and the
idea here is that everyone has to spend about 10 percent of their time in
learning or teaching these skills among ourselves so and I also believe that
part of this is that that it is open for not just technology
team members but it’s open for all of the tech DF SD members it’s also fun for
consultants for example right now there is an ABC workshop or identity business
capability workshop that’s going on and in that workshop we have members every
member of the factory whether they are from consulting organization right there
from business organization a technology organization it doesn’t matter if you
are part of the factory you have to go through a week-long program at a
workshop using their own material and their practical realize examples in real
life experiences and idea it doesn’t matter which company you come from once
you are on a factory team that’s your first and then if you want that factory
to be the talent in the factory to be all pulling in the same direction and
part of that is to not only bring them or bring them together through academy
but to teach them agility teach them automation system use technology skills
that’s how we want to know the the talent because traditionally what has
happened is when they were when we needed some special skills typically go
to an external organization one of our partners one of our suppliers and then
ask for those skills and without those skills and that is perfectly fine but
somewhere we forgot that we need to also build those skills ourselves yeah tell
me about the supplier aspects of this it’s you’ve got these 56 ABC factories
you get the digital academy and your top 20 suppliers all have people involved in
them how does that work did you rewrite contracts so that they would spend X
amount of time devoted to these things or how do you manage that process with
your suppliers yeah so that’s one process that we are actually going to
right now in the process of redefining how that arrangement is whatever
on one end it’s actually going to simplify the process but simplification
comes from the fact that everything is driven by this idea of fact in the
factory and as I mentioned earlier each factory has a fixed beam size yeah this
makes it really easy for another not only for us but for our partners also
because everyone now knows exactly what rolls and whose plane that roster is
published monthly okay so so what that does is that allows us to create it but
it will definitely allow us to one creates the fastest but it’ll push us to
create a different kind of a contract in structure that we are working with at
the fire the great news is this that all our suppliers have bought into this idea
and they’re working with us very very closely to redo the structure and most
of the feedback that you’re getting is very very positive because they can see
the polarity of the structure the clarity of the roles and
responsibilities and clarity of accountability at the end of the day all
those things are going to help them create a more positive contract if you
go yeah well when and I’ve talked with many technology providers and suppliers
over the years and their desire their desire is always very high to partner
more deeply with CIOs with companies like Toyota
because ultimately that’s a business relationship that will benefit them in
in a big way but then there’s time and resources being what they are it sounds
like you’re also demanding more of your suppliers if they’re going to be part of
your ecosystem like that Co prospering and the suppliers with us so that we can
go beyond the staff augmentation and really talking about implementing these
new strategies and it opens up all kinds of new possibilities yeah for example
for automation we are you
a significant amount of automation which creates new roles that don’t exist and
that’s where our spies will be able to help us then it opens up possibilities
around innovation that we can be partnering more with our suppliers so
overall I feel this is going to make both of us better our suppliers as well
as us and keep pushing this agenda or prospering yes well you had a great
quote when we talked earlier you talked about financial service businesses that
the the winners were gonna be the businesses with the strongest digital
army and and you don’t mean that just an army that you hire that is your
suppliers you actually mean the army that you have within as well that’s
right that future businesses will be won by the businesses that have the best to
digital army and I also believe now is the time to build that is the stage
bargaining is just like you said the partnership will apply but more
importantly the people that we have in our organization and getting them ready
for this future that’s the world we have mastery with matter knowledge intensity
manuals understanding our skills and competencies just like each FinTech
organization I consider each of these 56 factories as many filters and then it
will be really really good and delivering that product delivering that
platform and telling that capability and once we have this core set of genius not
just managers also make us you know somewhere along the way we forgot this
that we have all these learning programs for managers but we don’t have the same
kind of learning program for makers that’s what the character is trying to
do the focus is more on makers than on managers and that’s what’s going to be well and I think that’s a great point
because there’s a there’s a lot of wonderful capabilities and talents you
can get by working with leading suppliers but at the end of the day they
do take their knowledge and their toys and they go home and if they’re not
leaving enough of that behind you can see that getting out of balance and a
lot of companies that displays not intent no one has any
bad intention it’s just matter of the process a project gets done the team
moves out so the consultants they are moving from one assignment to another
assignment and that’s why we need this beautiful 80 and continuity of skills
in-house not organization that we can sustain through these various cycles where did this idea for the digital
Academy actually come from because a lot of big companies have training programs
and in-house you know GE University and that sort of thing they have you
probably experience that in the banking industry where there’s always some sort
of an employee training and the skills resource but this seems different to me
and that you’ve got once they go through a certain amount of the coursework they
are then teaching each other as well so it seems like a different approach like
it’s leveled up a little bit where did it come from yeah and this has been on
my mind for a while so what I’ve seen is in a consulting organization this is
very natural when someone comes in and that organisation one of the things that
we do is in consulting organization is go to a boot camp it is one way to kind
of ensure that everyone is following same practices shared practices and are
ready for their kind of work and interestingly what I’ve realized that
most of the companies most of the IT organizations we don’t notice anything
we expect that employees to learn on their own organically
it’s like employees have to be resourceful to figure this thing out we
do provide them from training with here are some curriculum some websites where
they can go and train themselves but given where we need to go the fact that
we need to build a strong digital army and that’s going to be a core competency
of any business point forward and that’s when this idea started to form why don’t
we have an academy where we help grow people and frankly teaching is part of
learning when we teach we learn so it’s not just just eating for the
sake of teaching and that’s why we created this other element which is it’s
about teaching and learning and remember speaking team members there is less
about bringing external trainers if you will and the way we have formatted that
Agni is very conversational in nature so one of the guiding plants per this
you’re not going to have a lot of slides so this is about conversation this is
about our own experts teaching our own tea and the idea is to continue to
create this continues to create this continuous cycle to push this agenda of
expertise forward and the philosophy is very simple if you are part of this team
you are bringing solutions for total financial services we do like all our
students solutions using Toyota business practices toda agile practices the
toyota way ok let’s switch gears we’ve covered a lot about talent and your
factory approach to software development and where you’re heading in the future
let’s talk about the future from the aspect of technology trends I know that
there are three of them that you are most interested in now I’m thinking of
the measure 3 a’s your api’s automation which we’ve talked a lot about and
analytics so tell me about what’s happening in those areas that you’re
finding particularly compelling as the CIO yes system architecture that is
being built in the cloud from the ground up so for example and we are moving
really fast on this front for example last month we already released the first
digital API on cloud platform that connects our service channels to our for
services as an example the idea here is to create a platform where all our
toyota affiliates and integrate into this platform easily
and not only turret affiliates even our partners our suppliers even other think
tanks and this enables us is integration and more we do this integration the more
it builds API the faster the innovation will be because then we can even
experiment faster the idea is to create this platform for all our toyota
affiliates to use this as mobility finance platform for multiple entities
and and and when I say entities I also think about dealers there for them to
integrate with us we want to make it really easy and we want our dealers and
our suppliers and our affiliates to see us the platform of choice mobility
financed power okay well and we talked a good bit about automation and your plans
in the inside of the factories is there another angle on automation that you’re
pursuing as part of your emerging trends area yeah so there’s a what we talked
about at the factory is automation in the factory or the software development
and IT operations mm-hmm but there is an automation on the business side ok and
so when we think about automation of the business processes there are two broad
categories that we are working on one is robotic process automation robotic
process automation tends to have more applicability and our back office
processes and seeing a lot of success there but a lot of our focus is also on
automating our business processes and improving a dealer and customer
experiences we’re designing our existing customer interaction until self-service
experiences for example through straight through processing and digitization so
for example we recently implemented or pilot that automates a claim processing
for articles and when we fully deploy it will allow us to process claims more
effectively than ever before so you have to address automation on both fronts on
the business side the robotic process automation wherever possible
and preferably we design and reimagine the process to create this excellent and
then analytics we mustn’t leave that out I know you’re continuing to modernize
your data supply chain and you’re enabling analytics across all areas of
your business what is what’s a good example of a place where maybe the
dealers or your end user consumers are already seeing some of the benefits of
that supply chain looking at data from all the way from operational systems to
Colin gets consumed by analytics teams the data scientists and buildings these
processes in health decision making for our dealers and for our customers and
for our businesses to the business processes so these range from the use
cases moving from synods and product pricing to customer behaviors and
interactions the risk modeling but more importantly now we are also connecting
our clinical data with the financial needs like example and end of lease so
in addition to till the traditional analytics we are applying we’ve
emilynics to processes like making payments
instrumentation optimizing optimization of event relief and one of the other
things is as we think about mobility business mm-hm
it is shifting from and ownership based model to a usage based model so we are
experimenting with processes and systems where we are creating new kinds of
payments mechanism not only traditional 48-month needed or the 36-month leaves
but think about a situation where we have someone who doesn’t know a car but
wants to be in the business of right share or share car and they can go to
one of the dealership and pick up the car even if they don’t
own it and they can use it for right share business for that we are going to
introduce new kinds of payment mechanisms not only where you can pay
monthly but you can take Harley you can pay weekly or daily and so for that also
we will need analytics behind it to create that kind of experience that
allows this micro payment these monthly payments that are fascinating and is
that in the two to three year time frame is that something happening sooner yes
again patient about these things so from my perspective yes we have to stay very
aggressive from a timeline perspective and I don’t think this is another ten
year thing it has to happen in next two or three years again we’re working on it
and that’s the door you have a plan to get there great well thank you so much
I’m very glad I’m grateful that we could catch you at this early stage in all
these processes and I feel like I want to reserve time with you a year from now
to check in on how all of this is going and thank you that’s right that’s right
we talked about having our corporate jets bring one of us to the others
location so I’ve got to talk to our CEO about getting a corporate jet you’ve
probably already got one so thank you so much for your time today
vipin it was really wonderful now if you joined us late you can watch the full
episode later today right on CIO comm or on YouTube we have a YouTube Tech Talk
channel where all of the CIO leadership lives are broadcast and are stationed
permanently and I hope you’ll also join me for our next episode which will be
Tuesday May 21st at 1:00 p.m. Eastern I’ll be joined by Bill Mayo who is the
CIO at the Broad Institute and while you’re there on the youtube channel
checking us out please do sign up and subscribe it is IDG Tech Talk and you
can find all the stuff that we do there thanks for being with us today
and I hope you’ll join us again next time take care

, , , , , , , ,

Post navigation

Leave a Reply

Your email address will not be published. Required fields are marked *