Strategy & Operating Model

Strategy & Operating Model
What does having a “multi-cloud” strategy mean to you? (Let’s agree that having SaaS products is not part of this definition, and the focus is on IaaS/PaaS public cloud providers (eg GCP, AWS, Azure, Alibaba). Multi-cloud (exclusively) means:

Top Answer : If you are open to it, please help me with additional insights into this multi-cloud topic by answering the following question on pulse: Pulse: I am doing some independent research re:  multi-cloud and need your help to:  1/ understand your definition of “multi-cloud”, 2/ learn if anyone has successfully deployed workloads in an active/active setup across multiple CSPs, 3/ inquire about the reasons for your multi-cloud strategies, and 4/ capture some of the challenges you are facing.

What is keeping traditional financial institutions from offering instant payments?

Top Answer : There's been a bunch of chatter lately about instant payments and instant cross-border payments and QR codes and overall security. I don't feel like banks are properly incentivized to do anything instantaneously. My personal view is that they want to abstract. They don't want to make anything fully digital. They want to hide the abstract, hide the details of how this happens, and then they don't want to make it instant because, let's be honest, they make money on the float. This notion of instant payments and kind of PayPal or Venmo approach to overall banking seems counterproductive to their overall strategy.

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For IT leaders in healthcare, how does the vaccine rolled out change your work and operations?

Top Answer : Things quickly moved for IT as soon as the EUA was granted by the FDA, IT was responsible for setting up the core infrastructure to be able to track the vaccine deployment. We needed to add tracking, compliance, scheduling modules throughout our hospital system to help with the initial rollout. Currently all of our vaccination data is flowing into our enterprise systems to track progress throughout our entire healthcare system.

How did IT departments at hospitals adapt to the surge in coronavirus cases?

Top Answer : The year started out with strategic initiatives and moving the needle on how we can effectively deliver solutions. Our 2020 strategy map included many different areas of growth and transformation - ultimately leading to effective business operations and enhancing the way care is delivered. Part of our journey remained on course, for example enabling a remote workforce. In other areas, we had to shift our priorities due to COVID. We helped eliminate a lot of barriers to that initially (e.g., financing, reluctance for users to adopt either multi-factor authentication, VPN issues) because of the stay-at-home orders that were issued by the state. There was a dramatic increase in employees working remotely, all of which requires the right level of access and ensuring security standards are met. There was a change of pace in our environment at the hospital, a new normal was quickly identified and tasks were reprioritized. We had novel requests come in to address the new needs of the business, most of these tasks were related to COVID & surge planning.  Then we transitioned into the more manageable workload between the summer and fall, we saw an opportunity to go back and work on our projects. Right around Thanksgiving, November/December, things completely went back to what they were like in March, if not worse. Fortunately the prep work that was done in March put us in a better place to handle the winter surge. We successfully deployed and solidified our telehealth platform throughout the enterprise. COVID did dramatically decrease the normal timeline for certain applications to be deployed, what normally may have been a multi-year plan was completed in months. This accelerated pace along with the learnings is something we’re hoping to take with us into 2021 and beyond.  We had to take a pause on growing our business because of the focus on operations. Like many other hospitals, we also experienced a decline in revenue, additionally we noticed a decline in those coming in to get care - our members and patients were worried about contracting COVID for what might have been a trivial visit. To help solve this problem our IT & Marketing teams came together and launched a campaign encouraging everyone to get care.

How should startups respond/pivot to the pandemic?

Top Answer : There's probably some startup opportunities in the area of education. We have great universities in the greater San Francisco Bay area, Boston and elsewhere, and these do effectively manifest as sorting hats. But what they really have is great teachers and networks. There is an opportunity to extend, not just these online classes, but be able to extend that community in a meaningful way into the middle of America, and build on top of this shift. Like all education startups, it's a long road. It would take a brave investor with commitment to the founders, but I do think that this is a trend that will happen.  I also think that the way we approach IT may change. If we look at what it means to onboard an employee who's never going to physically be in the office, there's lots of supply chain relationship management problems that actually exist. The HR startups, that are frankly just web form versions of the paper processes that companies were doing, those companies that are domain experts in doing these things online, they are still burdened with heavy paper processes. I think that there are startup opportunities in the area of how do you automate these core business processes. Another area that is particularly interesting is the way we use work laptops at Google. Let's say my work laptop were to die, I would drive to the closest Google office, I would walk in. And then there's just a stack of laptops there where I come in and I badge and I walk away with a laptop and they assume the one that was unplugged when I badged was the one I took. Then I log in, they cross reference it to that, and now that laptop is associated with me and my downtime is an hour round trip. I think that there will be somebody who's successful in this area to augment the IT desktop lifecycle. If you look at fully loaded costs of an employee, there's a lot of value to be extracted, if you can compress that into a more complete solution.

How to become a global CTO? What is the mindset I should possess if the company goes global? What are the must hard & soft skills I should have?

Top Answer : Global CTO must possess strong digital futuristic technology acumen, business savvy, cultural and people skills. This will ensure greater alignment with the role expectations.