Podcasts about Boston Consulting Group

Send us a textRumors are swirling as Boston Consulting Group remains unusually quiet about its 2026 summer recruiting plans. Unlike McKinsey and Bain, who announced their deadlines months ago, BCG has yet to name recruiting leads or open applications for undergrad and Master's roles. In this episode, we unpack what this silence could mean, how the firm's Bridge to Consulting program fits in, and what insiders are saying about shifting school strategies and limited experienced hiring. If you're recruiting for consulting - or just watching the space - this is an episode you won't want to miss.Additional ResourcesRead the full storySee upcoming application deadlinesJoin Management Consulted for the NYC Case Camp from June 27-29Intensive, hands-on experience that will give you skills, confidence, and insider insights to break into consultingSeats are limited; confirm your spot

Josh Weiner, senior vice president of consumer engagement and analytics at CVS Health, is passionate about making health care more personalized, connected, preventative, and accessible. On today's episode, Josh joins Sam and Shervin to explain how the integrated health care company is structured and how it is using AI to achieve those goals. Read the episode transcript here. Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the executive producer is Allison Ryder. Guest bio At CVS Health, where Josh Weiner is the senior vice president of consumer engagement and analytics, his priority is personalizing consumer experiences and developing the health care company's app. Previously, he was a health care leader at Meta, where he supported product development, algorithm engineering, and acquisitions. He was also a senior analytics expert at McKinsey and Co. Weiner is a board member at nonprofits Enduring Hearts and Docs for Tots. He holds a bachelor's degree from Carnegie Mellon University and a master's from Northwestern University. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders or by following Me, Myself, and AI on LinkedIn. We encourage you to rate and review our show. Your comments may be used in Me, Myself, and AI materials.

Welcome to "The Readiness Brief," a limited podcast series hosted by The O2X Podcast, designed to explore the critical importance of readiness within the tactical community. In each episode, we bring to the forefront seasoned members of the O2X Integrated Readiness Platform (IRP) network, engaging in insightful conversations with senior leaders across the tactical population."The Readiness Brief" aims to foster a deeper understanding of the O2X Integrated Readiness Platform (IRP) while spotlighting successes and valuable insights from organizations committed to preparedness.Part 4 features O2X Program Manager Brendan Stickles and Captain David "Heavy" Ganci.Captain David "Heavy" Ganci, a Naval Flight Officer who commissioned through OCS in 1999, has served as a cornerstone of the VAQ Electronic Attack community for over two decades. His operational career spans combat deployments with four distinguished squadrons—the "Gauntlets" of VAQ-136, "Patriots" of VAQ-140, "Gray Wolves" of VAQ-142, and as commanding officer of the "Zappers" of VAQ-130—participating in Operations Southern Watch, Iraqi Freedom, Enduring Freedom, New Dawn, and Inherent Resolve. Between operational tours, he served as a tactics instructor at the Electronic Attack Weapons School, worked as Assistant Aviation Officer Community Manager at PERS-43, earned his Master's degree at the Naval War College, and served in the Pentagon's Office of Legislative Affairs before being selected as Aide-de-Camp to Secretary of the Navy Kenneth Braithwaite. Currently serving as Deputy Commodore of Commander Electronic Attack Wing U.S. Pacific Fleet, Captain Ganci's decorations include the Defense Superior Service Medal, Legion of Merit, Individual Action Air Medal with combat "V," and Strike Flight Air Medal with six awards, reflecting a distinguished career leading the Airborne Electronic Attack Community across the globe.Brendan Stickles currently serves as Program Manager for Federal Government Accounts at O2X Human Performance, following a distinguished career that blended military service with high-level government advisory roles. A Navy Commander with over 18 years of jet flying experience and more than 550 carrier landings, he commanded an EA-18 squadron aboard the USS Eisenhower that earned consecutive "Battle E" awards for combat efficiency during Operation Inherent Resolve. After his military career, Stickles transitioned to serve as Special Advisor for Defense to Vice Presidents Kamala Harris and Mike Pence, where he managed a comprehensive portfolio including veterans' issues, national security, defense innovation, and military readiness as Director on the National Security Council. A Naval Academy graduate with degrees in history, an MBA from UNC, and an MPA from Harvard, he later served as a consultant with Boston Consulting Group before joining O2X in 2023, bringing his unique combination of operational military experience, senior government advisory expertise, and business acumen to the human performance sector.Building Homes for Heroes:https://www.buildinghomesforheroes.org/Download the O2X Tactical Performance App:app.o2x.comLet us know what you think:Website - http://o2x.comIG - https://instagram.com/o2xhumanperformance?igshid=1kicimx55xt4f 

Martin Reeves is chairman of the Boston Consulting Group's Henderson Institute, a think tank dedicated to developing new insights from business, technology, economics, and science. He is a coauthor of several books, including his most recent book, Like, which describes the genesis of the Like button, which was created in part, by his co-author Bob Goodson. In this episode we discuss the following: Though we often think of innovation is heroic, deliberate, and isolated, it's often serendipitous, unpredictable, and social. The idea of inventions as private property, which reinforces the often incorrect notion that inventions are made by single inventors, is a relatively recent invention in human history. We never know the impact of innovation. The Like button blew up an industry and created a host of new challenges and problems to be solved. Whether in the field of academic papers, the creation of the Davy lamp, or a simple Like button, innovation is rarely an isolated, independent event.

Adhirath Sethi is the CEO of Poly Fluoro Ltd. - leading manufacturers in the field of high-performance polymers. He is also a board member and trustee of the Agastya Foundation and Chairman of the Navam Foundation. Previously, he was a management consultant with the Boston Consulting Group. He is an author of multiple books including Moving of Mountains.

Today, I'm joined by Joe Davis. Joe is a leadership expert who spent over 37 years at the Boston Consulting Group and is the author of The Generous Leader. Joe shares his powerful insights on communication, emphasizing the role of listening, authenticity, and clarity in leadership. Whether you're early in your career or a seasoned professional, this conversation is packed with practical wisdom to help you connect, lead, and grow. Let's dive in. Additional Resources:► Follow Communispond on LinkedIn for more communication skills tips: https://www.linkedin.com/company/communispond► Connect with Scott D'Amico on LinkedIn: https://www.linkedin.com/in/scottdamico/► Connect with Joe: https://www.linkedin.com/in/joedavis1313/► Learn more about The Generous Leader: https://www.joedavis.com/► Subscribe to Communicast: https://communicast.simplecast.com/► Learn more about Communispond: https://www.communispond.com

What if your best career move isn't grinding harder—but trusting yourself more?

The suggestions and support offered by AI are helpful only if they're relevant. On today's episode, Walter Sun, senior vice president and global head of artificial intelligence at SAP, joins Sam and Shervin to share how his organization is helping employees get smarter about artificial intelligence through the company's AI Days. Additionally, Walter gives specific examples of support that AI agents could provide to an end user, and makes the case that small language models (fine-tuned large language models) can be built to assist in decision-making. Read the episode transcript here. Guest bio: Walter Sun is senior vice president and global head of artificial intelligence at SAP, where his team applies AI across applications for improved automation, natural human-machine interaction, and augmentation of decisions. Sun joined SAP in 2023 from Microsoft, where he was vice president of Copilot Applied Artificial Intelligence. While there he founded Bing Predicts, which leveraged anonymized and aggregated data for predictive analytics. He also delivered many AI features for the Bing search engine, Microsoft Windows, Microsoft Dynamics 365, and Microsoft Power Platform. Previously, Sun worked at BlackRock Financial Management and at Apple as a senior software engineer. Sun has taught at Seattle University and the University of Washington, and he is currently an advisory board member at Georgia Tech and the University of Rochester, and an MIT Tech Review Global Insights panelist. He obtained his bachelor's from Georgia Tech and his Ph.D. and master's from MIT. Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the executive producer is Allison Ryder. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders or by following Me, Myself, and AI on LinkedIn. We encourage you to rate and review our show. Your comments may be used in Me, Myself, and AI materials.

Today's guest is Professor Carl Rhodes. It's new book season at the moment and Carl's latest offering is titled Stinking Rich - The Four Myths of the Good Billionaire. This is his latest work, coming after previous titles such as Woke Capitalism; How Corporate Morality is Sabotaging Democracy and CEO Society: The Corporate Takeover of Everyday Life. Carl is also the Dean of the Business School at the University of Technology Sydney, but he's also held professorships at Swansea University, The University of Leicester and Macquarie University. His career in the private sector involved senior positions at AGL, Lend Lease, Citibank and The Boston Consulting Group. His experience across business and academia allows Carl to have a unique and deeply experienced view on what make companies tick, how economic structures reinforce capitalist priorities to the detriment of a just society, and unpack and be clear on the role of governments and businesses in a western world where those roles are increasingly unclear and uncertain.Stinking Rich is a brilliant book. I loved reading it in preparation for this conversation and came away informed, hopeful, appalled and fearful. In a context where the rich are getting richer at faster rates, and the billionaire - from Musk to Gates to Rinehart to Cannon-Brooks - their everyday-ness in our culture is overt. Carl's book pulls back the curtain on the archetypes and drivers of the very very very rich, and how their access, influence and power is distorting democracy for the benefit of the few. It's easy to malign capitalist structures without deeply appreciating their origins and ontologies, as well as the mechanics and examples of how wealth becomes might. This book was illuminating for me in how it examined and exhibited the runaway authority billionaires have over our everyday lives in everything from medicine and health to climate action to politics and government decision making.Stinking Rich - The Four Myths of the Good Billionaire - like all of Carl's work - is a message about the dangerous path our society is on. Co-opted by rich vested interests and often outside the view of the public, this conversation illuminates what we all need to know and actively work to slow, stop and reverse.Perfect imperfection is about the idea that progress is what matters, that perfectionism is a trap of over thinking and a desire for control. Surrendering to what is better and acknowledging perfection is nothing but a myth is something I try to work on daily. After speaking with Carl and his call for new political imaginations that deliver economic justice and equality, this quote from Marilyn Monroe struck me as a relevant and a call to action for all of us: “Imperfection is beauty. Madness is genius. It is better to be absolutely ridiculous than absolutely boring.”Til next time, thanks for listening.Events are live and more are coming - follow on Humanitix.Follow on LinkedIn, Substack and Instagram. Today's show is delivered with Altiorem. Use the code FindingNature25 to get your 25% off an annual subscription. Today's show is delivered with InnerZone. Today's show is delivered with Regenerate Talent. Send me a messageThanks for listening. Follow Finding Nature on Instagram

Hugh Eaton OBE, MA, VR, is a Defence, Security and Digital Transformation expert, with experience across strategy, organizational design and leadership. Hugh Eaton is an Expert Adviser to Boston Consulting Group, specializing in the UK and the Middle East. He was previously the Global Vice President for Government at Microsoft, before which he was the Head of Public Sector in Europe and Middle East for Cisco. In these roles he advises senior government ministers and officials who are operating in the most demanding roles and challenging geo-political circumstances around the world. ----------LINKS:https://www.linkedin.com/in/hugh-eaton----------Your support is massively appreciated! SILICON CURTAIN LIVE EVENTS - FUNDRAISER CAMPAIGN Events in 2025 - Advocacy for a Ukrainian victory with Silicon CurtainNEXT EVENTS - LVIV, KYIV AND ODESA THIS MAY.https://buymeacoffee.com/siliconcurtain/extrasOur first live events this year in Lviv and Kyiv were a huge success. Now we need to maintain this momentum, and change the tide towards a Ukrainian victory. The Silicon Curtain Roadshow is an ambitious campaign to run a minimum of 12 events in 2025, and potentially many more. We may add more venues to the program, depending on the success of the fundraising campaign. https://buymeacoffee.com/siliconcurtain/extrasWe need to scale up our support for Ukraine, and these events are designed to have a major impact. Your support in making it happen is greatly appreciated. All events will be recorded professionally and published for free on the Silicon Curtain channel. Where possible, we will also live-stream events.https://buymeacoffee.com/siliconcurtain/extras----------SUPPORT THE CHANNEL:https://www.buymeacoffee.com/siliconcurtainhttps://www.patreon.com/siliconcurtain----------TRUSTED CHARITIES ON THE GROUND:Save Ukrainehttps://www.saveukraineua.org/Superhumans - Hospital for war traumashttps://superhumans.com/en/UNBROKEN - Treatment. Prosthesis. Rehabilitation for Ukrainians in Ukrainehttps://unbroken.org.ua/Come Back Alivehttps://savelife.in.ua/en/Chefs For Ukraine - World Central Kitchenhttps://wck.org/relief/activation-chefs-for-ukraineUNITED24 - An initiative of President Zelenskyyhttps://u24.gov.ua/Serhiy Prytula Charity Foundationhttps://prytulafoundation.orgNGO “Herojam Slava”https://heroiamslava.org/kharpp - Reconstruction project supporting communities in Kharkiv and Przemyślhttps://kharpp.com/NOR DOG Animal Rescuehttps://www.nor-dog.org/home/----------PLATFORMS:Twitter: https://twitter.com/CurtainSiliconInstagram: https://www.instagram.com/siliconcurtain/Podcast: https://open.spotify.com/show/4thRZj6NO7y93zG11JMtqmLinkedin: https://www.linkedin.com/in/finkjonathan/Patreon: https://www.patreon.com/siliconcurtain----------Welcome to the Silicon Curtain podcast. Please like and subscribe if you like the content we produce. It will really help to increase the popularity of our content in YouTube's algorithm. Our material is now being made available on popular podcasting platforms as well, such as Spotify and Apple Podcasts.

Individuals may work closely with AI agents as they become increasingly prevalent in the workplace. According to a report by Boston Consulting Group, the market for AI agents is expected to grow at a 45% compound annual growth rate over the next five years. Learn more about your ad choices. Visit podcastchoices.com/adchoices

What if the best leaders aren't the smartest, but the most human?Joe Davis, former Senior Partner at Boston Consulting Group and author of The Generous Leader, joins Denis to share timeless lessons from his 37-year leadership journey. From missed promotions to handwritten cards, Joe reveals why work ethic, humility, and heart matter more than ever today.Listen in to discover how great leaders give of themselves, and why the future belongs to those who lead with humanity.Leadership Is a Journey of ChoicesFrom paper routes to partner at BCG: the power of work ethic and mentorshipTaking “sideways” or international roles that grew his leadership rangeMissing out on a promotion and choosing purpose over prideGive Without Expecting: The Generous LeaderLeadership means giving of yourself to help others thriveHumanity and performance are not opposites, they go hand in handPersonal stories of tough mentors, handwritten cards, and staying true to your teamLeading Through Change with HumanityLeadership today demands emotional intelligence and intentionalityWhy AI, hybrid work, and speed require a deeper human connectionLegacy isn't measured in metrics, it's in how people remember your impactKey Quotes:“Leadership is really about giving of yourself without expecting something back because when you do that, people rise.” - Joe Davis“You can be angry if you miss out on a role, but don't stay stuck. Do something excellent, and the world will notice.” - Joe DavisBook a Strategy Call with Denis https://app.leadingchangepartners.com/widget/bookings/callwithdenisgianoutsosThe 10 Proven Ways to Lead and Thrive in Today's World Executive Guide Featuring 10 Key Themes and 42 Strategic Insights from Worldwide Leaders https://crm.leadingchangepartners.com/10-ways-to-lead Connect with Joe:Website: https://www.joedavis.com/LinkedIn: https://www.linkedin.com/in/joedavis1313/Connect with Denis:Email: denis@leadingchangepartners.comWebsite: www.LeadingChangePartners.com Facebook: https://www.facebook.com/denisgianoutsos LinkedIn: https://www.linkedin.com/in/denisgianoutsos/ Instagram:

On today's episode, we discuss whether businesses are backtracking on their environmental commitments and Boston Consulting Group's tips for cutting supply chain costs. Despite media reports of corporate backtracking on sustainability, the news on the ground is more complex. We discuss a piece by Paul Simpson, who argues that many companies are quietly advancing their environmental goals – not just because it's the right thing for the planet, but because it's good for business too.Chief operating officers (COOs) are under increasing pressure to proactively manage supply chain costs amid global disruptions, but reactive strategies won't deliver lasting value. We discuss a piece written by consultants from Boston Consulting Group, who put forward five ways in which COOs should approach cost-cutting initiatives to deliver sustainable efficiency. Links:https://www.managementtoday.co.uk/whats-next-corporate-environmental-agenda/indepth/article/1915218https://www.managementtoday.co.uk/five-ways-coos-reduce-supply-chain-costs/opinion-and-analysis/article/1915092Credits:Presenters: Éilis Cronin and Antonia Garrett PeelProducer: Inga MarsdenArtwork: David Robinson Hosted on Acast. See acast.com/privacy for more information.

Many of us know Goodwill Industries International as a retailer that accepts and resells donated goods. What the average consumer may not know is that the nonprofit takes in over 5 billion pounds of goods each year — and not all of it can be resold. For those unwanted or unviable items, the organization can either look into recycling or upcycling, and with the help of AI, it's able to efficiently make that determination while also improving its process for sorting and allocating sellable goods for different retail channels. Additionally, Goodwill helps its workforce with career-development skills. Much of this training has been enhanced with AI. Tune in to this episode to hear directly from Goodwill CEO Steve Preston about how the organization is using technology to fulfill a mission that extends beyond the retail store. Read the episode transcript here. Guest bio: As president and CEO of Goodwill Industries International, Steven C. Preston leads a network of 153 local Goodwill organizations with a combined revenue of $8.2 billion. In addition to being a secondhand retail leader, Goodwill is a leading nonprofit provider of workforce training and development in North America. Positioning the organization at the forefront of workforce development has been a top focus for Preston since he joined Goodwill in 2019. He has also forged partnerships with organizations focused on sustainable practices in the secondhand retail marketplace and developed mission-focused marketing efforts to elevate the Goodwill brand. Previously, Preston served in numerous operational and financial leadership positions in both the public and private sectors. After heading the U.S. Department of Housing and Urban Development and the Small Business Administration, he led successful turnarounds as the CEO of Oakleaf Global Holdings and Livingston International. He also served as the CFO of Waste Management and ServiceMaster. Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the executive producer is Allison Ryder. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders or by following Me, Myself, and AI on LinkedIn. We encourage you to rate and review our show. Your comments may be used in Me, Myself, and AI materials.

A first-generation Korean immigrant with an MBA from Harvard and a background at Walt Disney Studios and Boston Consulting Group, Yanghee blends sharp business acumen with a deep passion for women's wellness. Since launching Rael, she's expanded the brand from organic cotton pads to a full line of clean, vegan products designed to support women through every phase of their cycle. Under her leadership, Rael secured a $35M Series B in 2022 and is now available at major retailers including Target, Amazon, Walmart, CVS, and Walgreens. With innovation hubs in both the U.S. and Korea, Yanghee continues to drive Rael's growth with a focus on thoughtful, high-performing feminine solutions. In this episode, she shares her journey from corporate to startup life, and what it takes to build a brand that truly puts women first.In this episode, Yanghee also discusses:Introducing organic feminine care and innovation from Korea to the U.S. marketThe alarming toxic ingredients commonly found in feminine care productsBringing “miracle” acne patches to the U.S.Adapting to the evolving retail landscapeBecoming the #1 TikTok brand in their category and the power of content investmentWe hope you enjoy this episode and gain valuable insights into Yanghee's journey and the growth of www.getrael.com. Don't forget to subscribe to the Glam & Grow podcast for more in-depth conversations with the most incredible brands, founders, and more.Be sure to check out Rael at www.getrael.com and on Instagram at @get_raelRated #1 Best Beauty Business Podcast on FeedPostThis episode is brought to you by WavebreakLeading direct-to-consumer brands hire Wavebreak to turn email marketing into a top revenue driver.Most eCommerce brands don't email right... and it costs them. At Wavebreak, our eCommerce email marketing agency helps qualified brands recapture 7+ figures of lost revenue each year.From abandoned cart emails to Black Friday campaigns, our best-in-class team manage the entire process: strategy, design, copywriting, coding, and testing. All aimed at driving growth, profit, brand recognition, and most importantly, ROI.Curious if Wavebreak is right for you? Reach out at Wavebreak.co

Personalization at scale has long been a dream of marketers. But until recently it has been more superficial than helpful, constrained by legacy technology and processes. Today, however, AI makes it easier to do than ever before. Now the only thing holding marketers back, according to personalization expert Mark Abraham, is their campaign mindset. 

Was haben fliegende Autos, künstliche Intelligenz und eine Hütte in den Santa Cruz Mountains gemeinsam? Für Frederik Pferdt sind es Puzzleteile einer Zukunft, die wir selbst gestalten - wenn wir den Mut dazu haben. Der ehemalige Head of Innovation von Google und frühere Professor der Stanford Universität plädiert für mehr Vorstellungskraft, Verantwortungsbewusstsein und Optimismus. "Zukunft entsteht zuerst in unserem Kopf und dann erst in der Welt", sagt der Autor mehrerer Bücher.Dass viele Unternehmen dies erkannt haben, zeigt eine Studie von Colt Technology Services: 78 Prozent der deutschen IT-Führungskräfte planen, ihre Technologiebudgets in den kommenden Jahren zu erhöhen. Fast jedes dritte Unternehmen investiert gezielt in Künstliche Intelligenz und maschinelles Lernen - ein Trend, den Pferdt ausdrücklich begrüßt: "Wir sollten uns nicht fragen, welche Jobs durch KI wegfallen, sondern welche Möglichkeiten sie schafft."Das setzt allerdings Vertrauen voraus. Genau das fehlt offenbar vielen Menschen. Laut einer aktuellen Studie von Bayer und der Boston Consulting Group glauben nur 40 Prozent der Befragten, dass Unternehmen bei der Forschung transparent mit Risiken umgehen​. Gleichzeitig setzen 72 Prozent große Hoffnungen in Forschung und Technologie - deutlich mehr als in Wirtschaft oder Politik. Es ist also nicht die Technik, die Angst macht, sondern das Gefühl, nicht mitgestalten zu dürfen.Dabei gehe es nicht um Technik allein, sondern um Emotionen: Zugehörigkeit, Empathie und Sinn sind laut Pferdt die eigentlichen Treiber einer radikal besseren Zukunft. Wer dabei auf Regulierung, Politik oder Konzerne warte, verpasse die Gelegenheit, selbst zu gestalten.Ein Beispiel liefert Pferdt selbst: 2019 baute er mit Freunden ein Zelt in den Bergen über dem Silicon Valley. Drei Monate später kam die Pandemie und "wir hatten dann zwei Jahre lang keine Gäste hier. Wir haben das als Arbeitsplatz und als Schule umfunktioniert. Keiner kann die Zukunft vorhersehen. Aber du kannst die Zukunft gestalten."Sie haben Fragen für Frauke Holzmeier und Andreas Laukat? Dann schreiben Sie eine E-Mail an sotechtdeutschland@ntv.de Unsere allgemeinen Datenschutzrichtlinien finden Sie unter https://datenschutz.ad-alliance.de/podcast.html Wir verarbeiten im Zusammenhang mit dem Angebot unserer Podcasts Daten. Wenn Sie der automatischen Übermittlung der Daten widersprechen wollen, klicken Sie hier: https://datenschutz.ad-alliance.de/podcast.htmlAlle Rabattcodes und Infos zu unseren Werbepartnern finden Sie hier: https://linktr.ee/sotechtdeutschlandUnsere allgemeinen Datenschutzrichtlinien finden Sie unter https://art19.com/privacy. Die Datenschutzrichtlinien für Kalifornien sind unter https://art19.com/privacy#do-not-sell-my-info abrufbar.

Alvin F. Meredith III became the 18th president of Brigham Young University-Idaho on August 1, 2023. He was sustained as a General Authority Seventy on April 3, 2021, and continues to serve in that role today. Prior to his call as a General Authority, President Meredith served as president of the Utah Salt Lake City South Mission. He also served as an Area Seventy in the North America Southeast and Asia Areas, and in a number of other Church callings, including as a full-time missionary in the Utah Salt Lake City Mission. In his professional career, President Meredith worked as a senior executive of Asurion in Tennessee, Hong Kong, and Singapore. He also worked for The Boston Consulting Group and GE Capital. President Meredith earned a bachelor's degree in psychology from Brigham Young University and a Master of Business Administration in finance from the University of Chicago Booth School of Business.

Discover tranquility in my latest episode featuring renowned meditation expert Tom Cronin. Dive into the transformative power of meditation to cultivate deep stillness and achieve inner peace. As a leading authority in the field, Tom Cronin shares time-tested meditation techniques and insights designed to enhance clarity, focus, and everyday tranquility. Whether you're an experienced meditator or a beginner, Tom's expert guidance offers both inspiration and practical steps to elevate your meditation practice. Embrace this opportunity to unlock your inner serenity and foster a life of balance and joy. Tune in now to connect with Tom Cronin and begin your path to inner peace through meditation.Tom Cronin spent 26 years in finance markets as one of Australia's leading bond and swap brokers. He discovered meditation in the early stages of his career, when the anxiety and chaos he was experiencing had hit a crisis point, and it completely transformed his world, both personally and professionally. Founder of The Stillness Project, a global movement to inspire one billion people to sit in stillness daily, Tom is passionate about reducing stress and chaos in people's lives. His ongoing work in transformational leadership coaching and corporate training has seen him working with some of the top companies in the world like Amazon, Boston Consulting Group, Oracle, Harvard Business School, Qantas, UBS and Coca-Cola. He has spoken on stage at conferences and events like Adnews Summit, Afest, Wanderlust and Mind Heart Connect. Tom has six books published and produced the hit documentary film The Portal. 2:56 Having it all, but still feeling empty5:11 Tom's story of transformation10:36: Transcendental Meditation17:51 Integrating meditation in your life23:46 Surrendering versus forcing27:11 Intuition, trusting, and allowing28:56 Grief, growth, and change30:28 Changing the world through inner work33:30 Vedic meditation and benefits39:36 Holistic health44:08 How to connect with Tomhttps://www.instagram.com/tomcronin/https://www.facebook.com/tomcronincoachhttps://www.linkedin.com/in/tomcronin1/https://www.tiktok.com/@_tomcronin_ https://twitter.com/Tom_CroninJoin Tom's Programshttps://drkellykessler--tomcronin.thrivecart.com/zen-academy/https://drkellykessler--tomcronin.thrivecart.com/vedic-meditation-zoom-course/https://drkellykessler--tomcronin.thrivecart.com/alchemy-ticket-usa/https://drkellykessler--tomcronin.thrivecart.com/enlightenment/

In today's episode, Chandra Kapireddy, head of generative AI, machine learning, and analytics at Truist, delves into the evolving landscape of AI with a particular focus on how GenAI tools reshape the way Truist and similar organizations must navigate model risk management and regulations. GenAI is more versatile than traditional AI, he notes, yet its flexibility introduces new challenges around ensuring model reliability, validating outputs, and making sure that AI-driven decisions don't lead to unfair or opaque outcomes. Chandra's responsible AI approach at Truist is focused on risk mitigation while emphasizing the importance of human oversight in high-stakes decision-making. He points out that while GenAI can vastly improve productivity by handling repetitive or analysis-heavy tasks, it's essential to properly train employees in order to use the tools effectively and not over-rely on their outputs, especially given their tendency to hallucinate or produce inaccurate results. Read the episode transcript here. Guest bio Chandra Kapireddy is head of generative AI, machine learning, and analytics, at Truist. He brings over 27 years of experience building and leading world-class data, analytics, and artificial intelligence teams to the financial services firm. Kapireddy has held key leadership positions at some of the industry's leading companies, including Capital One, Wells Fargo, Bank of America, Oracle, and Amazon Web Services. Most recently, he served as managing director and head of AI/ML products for JPMorgan Chase, where he served on the firm's AI Executive Council, which influences its strategy, products, controls, and governance. Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the executive producer is Allison Ryder. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders or by following Me, Myself, and AI on LinkedIn. We encourage you to rate and review our show. Your comments may be used in Me, Myself, and AI materials.

It's official: AI has arrived and, from here on out, will be a part of our world. So how do we begin to learn how to coexist with our new artificial coworkers? Ethan Mollick is an associate professor at University of Pennsylvania's Wharton School and the author of Co-Intelligence: Living and Working with AI. The book acts as a guide to readers navigating the new world of AI and explores how we might work alongside AI. He and Greg discuss the benefits of anthropomorphizing AI, the real impact the technology could have on employment, and how we can learn to co-work and co-learn with AI. *unSILOed Podcast is produced by University FM.*Episode Quotes:The result of an experiment identifying the impact of GEN AI07:35 We went to the Boston Consulting Group, one of the elite consulting companies, and we gave them 18 realistic business tasks we created with them and these were judged to be very realistic. They were used to do actual evaluations of people in interviews and so on. And we got about 8 percent of the global workforce of BCG, which is a significant investment. And we had them do these tasks first on their own without AI, and then we had them do a second set of tasks either with or without AI. So, random selection to those two. The people who got access to AI, and by the way, this is just plain vanilla GPT-4 as of last April. No special fine-tuning, no extra details, no special interface, no RAG, nothing else. And they had a 40 percent improvement in the quality of their outputs on every measure that we had. We got work done about 25 percent faster, about 12.5 percent more work done in the same time period. Pretty big results in a pretty small period of time. Is AI taking over our jobs?20:30 The ultimate question is: How good does AI get, and how long does it take to get that good? And I think if we knew the answer to that question, which we don't, that would teach us a lot about what jobs to think about and worry about.Will there be a new data war where different LLM and Gen AI providers chase proprietary data?11:17 I don't know whether this becomes like a data fight in that way because the open internet has tons of data on it, and people don't seem to be paying for permission to train on those. I think we'll see more specialized training data potentially in the future, but things like conversations, YouTube videos, podcasts are also useful data sources. So the whole idea of LLMs is that they use unsupervised learning. You throw all this data at them; they figure out the patterns.Could public data be polluted by junk and bad actors?16:39 Data quality is obviously going to be an issue for these systems. There are lots of ways of deceiving them, of hacking them, of working like a bad actor. I don't necessarily think it's going to be by poisoning the datasets themselves because the datasets are the Internet, Project Gutenberg, and Wikipedia. They're pretty resistant to that kind of mass poisoning, but I think data quality is an issue we should be concerned about.Show Links:Recommended Resources:“Navigating the Jagged Technological Frontier: Field Experimental Evidence of the Effects of AI on Knowledge Worker Productivity and Quality” | Harvard Business SchoolGeoffrey HintonProject GutenbergGemini AI“Google's Gemini Controversy Explained: AI Model Criticized By Musk And Others Over Alleged Bias” | ForbesDevin AI Karim LakhaniGuest Profile:Faculty Profile at University of PennsylvaniaHis Work:Co-Intelligence: Living and Working with AI 

She was elected during the 2020 general election. Synopsis: The Usual Place host Natasha Ann Zachariah hunts for new perspectives on issues that matter to young people. In the lead-up to the expected general election that must be held by November 2025, Natasha looks at how MPs, and others involved, are preparing themselves. In this episode, Ms Mariam Jaafar, who is a managing director and senior partner at Boston Consulting Group, shares about her time in politics and what success can look like for young women.She tells Natasha about why she still recalls the nuggets of wisdom her late father shared with her, why she is a diehard Liverpool FC fan and her recommendations for the best chocolate croissant in Singapore. Highlights (click/tap above): 4:49 How young women can define success for themselves 13:35: Why she still hears her late dad’s voice through his "Jaafarisms" 19:43 Why “intent” should matter for those who go to her Meet-The-People sessions 29:22 Being caught in the spotlight, and why her husband made her read the comments Host: Natasha Zachariah (natashaz@sph.com.sg) Read Natasha's articles: https://str.sg/iSXm Follow Natasha on her IG account and DM her your thoughts on this episode: https://str.sg/8WavFollow Natasha on LinkedIn: https://str.sg/v6DN Filmed by: Studio+65 Edited by ST Podcast producers: Teo Tong Kai & Eden Soh Executive producers: Ernest Luis and Lynda HongFollow The Usual Place Podcast on Thursdays and get notified for new episode drops: Channel: https://str.sg/5nfm Apple Podcasts: https://str.sg/9ijX Spotify: https://str.sg/cd2P YouTube: https://str.sg/wEr7u Feedback to: podcast@sph.com.sg --- Follow more ST podcast channels: All-in-one ST Podcasts channel: https://str.sg/wvz7 ST Podcasts website: http://str.sg/stpodcasts ST Podcasts YouTube: https://str.sg/4Vwsa --- Get The Straits Times app, which has a dedicated podcast player section: The App Store: https://str.sg/icyB Google Play: https://str.sg/icyX #tup #tuptrSee omnystudio.com/listener for privacy information.

Have you ever wondered how the physical act of speaking can improve your communication? Kevin sits down with Michael Chad Hoeppner to discuss the physical nature of communication and exercises we can do to get better. Michael challenges our common assumptions about speaking, such as believing it's purely a mental activity. Instead, he introduces the concept of embodied cognition, explaining how communication is a physical activity involving over 100 muscles and should be approached like athletic training. Michael shares the science behind thought suppression and why focusing on "not saying um" is counterproductive. He also talks about the Five Ps of vocal variety (Pace, Pitch, Pause, Power, Placement) and how they impact your message. Listen For 00:00 Introduction and Episode Overview 02:00 Meet Michael Hoeppner 04:00 The Journey to Communication Coaching 08:00 The Physical Side of Communication 12:00 Why Thought Suppression Doesn't Work 16:00 Tips for Reducing Filler Words 20:00 Exercises for Clear Communication 24:00 The Five P's of Vocal Variety 28:00 Managing Nerves When Speaking 32:00 Final Thoughts and Book Information 35:00 Closing Remarks Michael's Story: Michael Chad Hoeppner is the author of Don't Say Um: How to Communicate Effectively to Live a Better Life. He is an adjunct professor at Columbia Business School and the CEO and president of GK Training, a firm dedicated to giving individuals, companies, and organizations the communication skills necessary to reach their highest goals in work and life. As an individual speaking coach, his clients include Andrew Yang, Swiss Re, Xerox, The Boston Consulting Group, Pfizer, Columbia University Business School, NYU Law School, Macy's, Special Olympics chairman Tim Shriver, and others. His expertise lies in every aspect of communication: public speaking, business development, executive presence, interpersonal agility, email skills, and speech writing. Hoeppner is one among the growing chorus of voices identifying the link between the physical aspects of spoken communication and broader issues of health and wellness. https://dontsayum.com/ https://www.linkedin.com/in/michaelchadhoeppner/ http://www.gktraining.com/ This Episode is brought to you by... Flexible Leadership is every leader's guide to greater success in a world of increasing complexity and chaos.  Book Recommendations Don't Say Um: How to Communicate Effectively to Live a Better Life by Michael Chad Hoeppner Moby Dick by Herman Melville  Like this? Mastering the Art of Public Speaking with John Bowe Join Our Community If you want to view our live podcast episodes, hear about new releases, or chat with others who enjoy this podcast join one of our communities below. Join the Facebook Group Join the LinkedIn Group   Leave a Review If you liked this conversation, we'd be thrilled if you'd let others know by leaving a review on Apple Podcasts. Here's a quick guide for posting a review. Review on Apple: https://remarkablepodcast.com/itunes    Podcast Better! Sign up with Libsyn and get up to 2 months free! Use promo code: RLP  

Linda Yao, chief operating officer and head of strategy for Lenovo's Strategy, Solutions, and Services Group and vice president of hybrid cloud and AI solutions, joins us to explain the organization's transition from technology product company to managed services provider. It's now helping organizations with the change management required to implement AI in the enterprise. She shares both a framework around speed, ease, and expertise to facilitate this adoption, as well as the four pillars of AI readiness that Lenovo guides its clients to achieve. Tune in to this episode, also, for Linda's perspective on the role of human connection in what she calls the era of inference, a time when we should focus on the implementation of maturing AI tools. Read the episode transcript here. Guest Bio: Linda Yao serves as vice president of hybrid cloud and AI solutions at Lenovo. Yao recently also took on the role of chief operating officer and head of Lenovo's Strategy, Solutions, and Services Group and established the company's AI Center of Excellence. Previously, at Boeing, she incubated a data science practice in the U.S. and India, built an M&A team, and oversaw investments for one of the largest corporate retirement plans in the world. She earned her finance chops at IBM in New York and Shanghai. Yao earned her bachelor's and master's degrees from Harvard University and an engineering certificate from MIT. She is an active liaison for the U.S. Presidential Scholars Foundation and the YoungArts, a national foundation. Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the executive producer is Allison Ryder. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders or by following Me, Myself, and AI on LinkedIn. We encourage you to rate and review our show. Your comments may be used in Me, Myself, and AI materials.

Generative AI will remove toil from our day to day jobs, argues Lukic, who is managing director and senior partner at Boston Consulting Group.

In this special encore episode of The Voice of Retail, host Michael LeBlanc welcomes Dr. Rebecca Homkes, a globally recognized high-growth strategy expert and author of the acclaimed book Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times. Dr. Homkes, who holds faculty positions at the London Business School and Duke University, shares invaluable insights into how leaders can build resilient and adaptive growth strategies in today's rapidly changing business landscape.As retailers continue to navigate turbulent times marked by rapid technological shifts, economic uncertainty, and global disruptions, this episode provides the strategic guidance needed to stay ahead. Dr. Homkes explains why traditional planning methods fall short in volatile environments and advocates for a mindset shift from planning to preparing—focusing on setting directions rather than rigid destinations. She emphasizes the need for businesses to build frameworks that prioritize learning, customer feedback, and agile decision-making.The conversation includes compelling real-world examples of companies that successfully adapted under pressure, like IKEA's innovative warehouse strategy born out of necessity and a Scandinavian amusement park that achieved record growth despite pandemic restrictions. Dr. Homkes' framework for thriving under uncertainty centers on embracing preparation, implementing a forced reset when linear growth stagnates, and maintaining "aligned speed" to balance swift decision-making with strategic coherence.As geopolitical tensions, technological disruptions like AI, and global economic pressures continue to shape the retail landscape, Dr. Homkes outlines how to identify must-win battles and prioritize actions that drive sustainable growth. She also discusses how leadership dynamics and organizational structures must evolve to support this adaptive mindset.This episode is essential listening for retail leaders looking to transform volatility into opportunity and position their businesses for long-term success. Tune in now on your favorite podcast platform and gain the insights you need to thrive in these unpredictable times. Michael LeBlanc is the president and founder of M.E. LeBlanc & Company Inc, a senior retail advisor, keynote speaker and now, media entrepreneur. He has been on the front lines of retail industry change for his entire career. Michael has delivered keynotes, hosted fire-side discussions and participated worldwide in thought leadership panels, most recently on the main stage in Toronto at Retail Council of Canada's Retail Marketing conference with leaders from Walmart & Google. He brings 25+ years of brand/retail/marketing & eCommerce leadership experience with Levi's, Black & Decker, Hudson's Bay, CanWest Media, Pandora Jewellery, The Shopping Channel and Retail Council of Canada to his advisory, speaking and media practice.Michael produces and hosts a network of leading retail trade podcasts, including the award-winning No.1 independent retail industry podcast in America, Remarkable Retail with his partner, Dallas-based best-selling author Steve Dennis; Canada's top retail industry podcast The Voice of Retail and Canada's top food industry and one of the top Canadian-produced management independent podcasts in the country, The Food Professor with Dr. Sylvain Charlebois from Dalhousie University in Halifax.Rethink Retail has recognized Michael as one of the top global retail experts for the fifth year in a row, the National Retail Federation has designated Michael as on their Top Retail Voices for 2025, Thinkers 360 has named him on of the Top 50 global thought leaders in retail, RTIH has named him a top 100 global though leader in retail technology and Coresight Research has named Michael a Retail AI Influencer. If you are a BBQ fan, you can tune into Michael's cooking show, Last Request BBQ, on YouTube, Instagram, X and yes, TikTok.Michael is available for keynote presentations helping retailers, brands and retail industry insiders explaining the current state and future of the retail industry in North America and around the world.

What drives a successful start-up employee to leave the security of a lucrative role after a major acquisition to become a founder? In this episode of The Angel Next Door Podcast, Marcia Dawood explores the fascinating journey of Caitlyn Driehorst, an exited entrepreneur and financial service expert. Caitlyn shares her unique path—from majoring in Russian and English literature to becoming a strategic consultant for financial services giants, before returning to her roots to build a company that focuses on high-impact finance management.Caitlyn's journey is as varied as it is impressive. Raised in a military family, she moved frequently across the United States before discovering her passion for financial services. A seasoned strategist and advisor, she has worked with companies like Boston Consulting Group and Capital Group, as well as navigating her own transformative exit through OpenInvest's acquisition by JP Morgan. Despite the allure of financial security with JP Morgan, Caitlin chose to strike out on her own—a decision driven by both personal values and a desire for broader impact.This episode is a must-listen for anyone interested in entrepreneurship, career development, or financial advisory. Caitlyn talks about the challenges of being a female entrepreneur in the financial space, discusses her ambitious goals for RightWise, and elaborates on the transformative power of strong financial planning. With insights into both the industry and personal growth, this conversation sheds light on balancing ambition with values and navigating the sometimes complex relationships between risk and opportunity. To get the latest from Caitlyn Driehorst, you can follow her below!https://www.linkedin.com/in/caitlyndriehorst/RightWise WealthRightWise Ambassador Program Sign up for Marcia's newsletter to receive tips and the latest on Angel Investing!Website: www.marciadawood.comLearn more about the documentary Show Her the Money: www.showherthemoneymovie.comAnd don't forget to follow us wherever you are!Apple Podcasts: https://pod.link/1586445642.appleSpotify: https://pod.link/1586445642.spotifyLinkedIn: https://www.linkedin.com/company/angel-next-door-podcast/Instagram: https://www.instagram.com/theangelnextdoorpodcast/TikTok: https://www.tiktok.com/@marciadawood

Success in real estate isn't about where you went to school—it's about grit, strategy, and knowing how to take action. In this episode of The Color of Money, we sit down with Jonathan Miller, the CEO and founder of Miller Capital Group, a real estate investment company based in Atlanta. Jonathan has built an impressive portfolio of 157 multifamily units in just five years, using a conservative, strategic approach to acquisitions and property management.Jonathan's journey is anything but conventional. From growing up in Chicago to earning degrees from Stanford and Harvard Business School, he climbed the corporate ladder at companies like Facebook, Meta, American Express, and The Boston Consulting Group—but it was the pandemic that changed everything. Realizing the potential of real estate as a vehicle for generational wealth, he took the leap and started investing while still working his full-time job.Resources:Learn more at The Color of MoneyBecome a real estate agent HEREConnect with Our HostsEmerick Peace:Instagram: @theemerickpeaceFacebook: facebook.com/emerickpeaceDaniel Dixon:Instagram: @dixonsolditFacebook: facebook.com/realdanieldixonLinkedIn: linkedin.com/in/dixonsolditYouTube: @dixongroupcompaniesJulia Lashay:Instagram: @iamjulialashayFacebook: facebook.com/growwithjuliaLinkedIn: linkedin.com/in/julialashay/YouTube: @JuliaLashayBo MenkitiInstagram: @bomenkitiFacebook: facebook.com/obiora.menkitiLinkedIn: linkedin.com/in/bomenkiti/Produced by NOVAThis podcast is for general informational purposes only. The guest's views, thoughts, and opinions represent those of the guest and not KWRI and its affiliates and should not be construed as financial, economic, legal, tax, or other advice. This podcast is provided without any warranty, or guarantee of its accuracy, completeness, timeliness, or results from using the information.Advertising Inquiries: https://redcircle.com/brands

Harvard Business School professor Raffaella Sadun's research has historically focused on digital reskilling. Now, rapid technological changes — like AI — are reshaping the nature of work. Raffaella's research has explored how AI might empower those with intermediate expertise, such as store managers and blue-collar workers, to become more efficient and satisfied in their roles. She shares a bit about her research on today's episode of Me, Myself, and AI and highlights the potential for AI to improve teamwork and innovation by bridging the gaps between different functional teams. Her experiments show that AI can enhance productivity and output quality, sometimes even substituting for team collaboration, while also improving speed and efficiency in problem-solving tasks. Read the episode transcript here. Guest bio: Raffaella Sadun is the Charles E. Wilson Professor of Business Administration at Harvard Business School, where she cochairs the Project on Managing the Future of Work and is coprincipal investigator of the Digital Reskilling Lab. Her research focuses on managerial and organizational drivers of productivity and growth in corporations and the public sector. She cofounded several large-scale projects to measure management practices and managerial behavior in organizations, such as the World Management Survey, the Executive Time Use Study, and U.S. Census Bureau's Management and Organizational Practices Survey of hospitals. Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the coordinating producers are Allison Ryder and Alanna Hooper. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders or by following Me, Myself, and AI on LinkedIn. We encourage you to rate and review our show. Your comments may be used in Me, Myself, and AI materials.

Sadie Thoma, director of US B2B marketing at Google, and Derek Rodenhausen, managing director and partner at Boston Consulting Group, say that artificial intelligence is having a major impact on marketing - especially when it comes to the consumer journey. They partnered on new research that shows that the four main consumer behaviors today are streaming, scrolling, searching, and shopping - and that they are often done in tandem. Thoma and Rodenhausen share more insights from their research that can influence marketers across industries as they reshape their organizations in a world of AI. For Further Reading:The Blueprint for AI-Powered MarketingIt's Time for Marketers to Move Beyond the Linear FunnelHow Tombras used Google's Gemini to create over 6,000 hyperlocal ads for PODS Listen on your favorite podcast app: https://pod.link/1715735755

For 12 years, Rowena Fell worked in British military intelligence, assessing threats in high-risk zones like Northern Ireland, Bosnia, and Iraq. She followed that up with 17 years in senior corporate roles, applying her expertise to business risk management. Now a Senior Director of Knowledge at BCG, she helps organizations prepare for an increasingly complex risk landscape.In this episode, Rowena shares how military principles can help compliance professionals sharpen their risk management strategies. From crisis preparation to regulatory shifts, we explore why companies must take an integrated approach to compliance and operational risk—and how AI and emerging technologies are transforming the field of compliance and risk management. BCG on Compliance is a podcast from Boston Consulting Group that explores today's most pressing risks and how compliance experts are adapting to stay ahead.As cyber threats, regulatory scrutiny, and financial crime become more complex, compliance is no longer just a legal requirement—it's a strategic business function. Join host Hanjo Seibert as he sits down with top thinkers in compliance, risk management, and corporate governance to discuss the evolving challenges of today's global business environment.Whether you're a seasoned compliance professional or just starting out, BCG on Compliance brings you expert insights in dynamic, 20-minute episodes.A quick update: BCG on Compliance is moving to a monthly release schedule, starting with our next episode. This change will allow us to bring you deeper insights and more well researched discussions. Ensuring each episode is as valuable as possible. Episode Links Rowena Fell LinkedInHanjo Seibert LinkedInBCG WebsiteBCG LinkedIn

Today's episode is a bonus drop from our friends over at the MIT CSAIL Alliances podcast. We'll back in two weeks for Season 11 of Me, Myself, and AI. David Autor, the Daniel (1972) and Gail Rubinfeld Professor, Margaret MacVicar Faculty Fellow in MIT's Department of Economics, says that AI is “not like a calculator where you just punch in the numbers and get the right answer. It's much harder to figure out how to be effective with it.” Offering unique insights into the future of work in an AI-powered world, Autor explains his biggest worries, the greatest upside scenarios, and how he believes we should be approaching AI as a tool, and addresses how AI will impact jobs like nursing and skilled trades. Read the episode transcript here. Studies and papers referenced in this conversation:  AI and Product Innovation AI and the Gender Gap Robotics and Nursing Homes CSAIL Alliances connects business and industry to the people and research of MIT's Computer Science and Artificial Intelligence Laboratory. Each month, the CSAIL podcast features cutting-edge MIT and CSAIL experts discussing their current research, challenges, and successes, as well as the potential impact of emerging tech. Follow the podcast here. Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the coordinating producers are Allison Ryder and Alanna Hooper. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders or by following Me, Myself, and AI on LinkedIn. We encourage you to rate and review our show. Your comments may be used in Me, Myself, and AI materials.

IN THIS EPISODE...Joe Davis, MD and Senior Partner at Boston Consulting Group, reflects on his 35-year career, leadership philosophy, and upcoming retirement. He shares insights from his book, The Generous Leader, emphasizing the power of collaboration, inclusion, and understanding others' perspectives.Joe discusses BCG's evolution into a more hands-on organization, the importance of clear yet caring feedback, and the challenges of balancing outcomes with humanity. He also highlights the role of courageous agility in leadership and the value of diversity.------------Full show notes, guest bio, links to resources mentioned, and other compelling episodes can be found at http://LeadYourGamePodcast.com. (Click the magnifying icon at the top right and type “Joe”)Love the show? Subscribe, rate, review, and share! Learn more about us! https://shockinglydifferent.com/-------------WHAT TO LISTEN FOR:1. Why is listening to others significant in driving change?2. How can leaders balance outcomes with sensitivity to people's values?3. What role do inclusion and equity play in business success?4. Why is vulnerability important in leadership?5. How does courageous agility help leaders make better decisions?6. How can leaders provide clear and caring feedback?7. Why should leaders publicly express their values on diversity and inclusion?------------FEATURED TIMESTAMPS:[02:54] Joe's Personal Life[05:13] Lessons Learned from Joe's Career at BCG[07:17] Joe's Book and Leadership Insights[10:01] Signature Segment: Joe's entry into the LATTOYG Playbook: Balancing Outcomes and Humanity in Leadership[15:35] Inclusion and Equity in Business[26:06] Signature Segment: Joe's LATTOYG Tactic of Choice: Leading with Courageous Agility[29:15] Contact Information ------------ADDITIONAL RESOURCES FOR YOU:Overview: Our Signature Leadership Development Experience: http://bit.ly/DevelopYourGame

Restaurant franchising has always been a game of margins, efficiency, and maximizing customer demand. But with rising real estate costs, shifting consumer expectations, and an increasingly competitive market, franchise operators face a critical challenge—how to drive profitability while delivering an exceptional dining experience. For decades, the industry has relied on single-brand locations, but a bold strategy is reshaping the landscape. The dual-branded franchise model is emerging as a game-changer, providing operators with a smarter way to scale, optimize resources, and attract a broader customer base. Dine Brands, the powerhouse behind Applebee's, IHOP, and Fuzzy's Taco Shop, is leading the charge with this innovative approach. By bringing two well-known restaurant brands under one roof, they are redefining operational efficiency and customer convenience while creating new opportunities for franchisees. Scott Gladstone, Chief Development Officer & President of International at Dine Brands, is at the helm of this expansion, guiding franchisees through the advantages and unique considerations of adopting this model. The concept of a dual-branded franchise is simple yet highly strategic. Instead of building two separate locations, franchisees can operate both Applebee's and IHOP within a shared space. Customers experience the best of both brands while back-of-house operations remain streamlined, maximizing labor efficiency, inventory management, and overall cost savings. The approach also allows for more flexibility in site selection, making it possible to enter markets where a standalone restaurant may not have been viable. For franchise owners, this model presents a compelling opportunity to diversify revenue streams without doubling overhead expenses. By aligning two brands with distinct peak dining times—IHOP's strong morning traffic and Applebee's thriving lunch and dinner business—franchisees can generate a steady flow of customers throughout the day. This strategic alignment addresses a common issue in the industry, where restaurants often struggle with downtime during off-peak hours. Instead of letting valuable square footage sit idle, operators can optimize their footprint and drive profitability across multiple dayparts. While the dual-branded franchise strategy offers significant financial advantages, it also comes with unique challenges that require thoughtful execution. Maintaining brand integrity within a shared space means ensuring a seamless customer experience, from signage and restaurant layout to menu offerings and service expectations. Each brand has its own identity, and successfully merging them under one roof requires careful design and operational planning. Gladstone and his team at Dine Brands have worked through these complexities, creating a system that balances efficiency with a clear distinction between the two dining experiences. The early success of dual-branded locations has sparked interest from both new and existing franchisees. Some operators are exploring conversions of their current restaurants to adopt the model, while others see it as an opportunity to enter new markets with a stronger competitive edge. Whether through new development or retrofitting existing locations, the flexibility of the dual-branded approach allows franchisees to make strategic investments tailored to their market conditions. As the restaurant industry evolves, the ability to adapt and capitalize on new growth strategies will separate thriving brands from those struggling to keep pace. The dual-branded franchise model is proving to be a forward-thinking approach that benefits both franchisees and consumers alike. By leveraging shared infrastructure, reducing operational costs, and offering guests greater variety, this strategy is paving the way for the future of franchising. For those exploring franchise opportunities or looking for ways to strengthen their current operations, understanding the dual-branded franchise strategy is essential. The shift toward multi-brand concepts is more than just a trend—it's a smart business move that aligns with the realities of today's market. As industry leaders continue to refine and expand this approach, it will undoubtedly play a significant role in shaping the next phase of restaurant growth. Don't miss future episodes of Fordify LIVE! every Wednesday at 11 AM Central, streaming on your favorite social platforms. Catch new episodes of The Business Growth Show Podcast every Thursday for a weekly dose of business growth wisdom. About Scott Gladstone Scott Gladstone is the Chief Development Officer at Dine Brands Global, leading franchise development and strategic expansion across Applebee's, IHOP, and Fuzzy's Taco Shop. He also serves as International President, overseeing the company's global portfolio. Since joining Dine Brands in 2016, he has played a key role in brand growth, off-premise innovation, and franchisee support. With a background in strategy and operations, including years at The Boston Consulting Group, Scott is focused on driving new opportunities for franchisees and shaping the future of restaurant development with forward-thinking concepts like the dual-branded franchise model. Find out more on Dine Brands at DineBrands.com/en About Ford Saeks Ford Saeks is a Business Growth Accelerator with a track record of generating over a billion dollars in sales for companies ranging from startups to Fortune 500s. As the President and CEO of Prime Concepts Group, Inc., he helps businesses attract loyal customers, expand brand awareness, and drive innovation. A serial entrepreneur, Ford has founded over ten companies, authored five books, and been awarded three U.S. patents. His expertise also extends to AI prompt engineering, where he trains businesses to leverage AI for marketing, sales, and customer engagement. Learn more at ProfitRichResults.com and watch his TV show at Fordify.tv.

Genevieve Hayes Consulting Episode 53: A Wake-Up Call from 3 Tech Leaders on Why You're Failing as a Data Scientist Are your data science projects failing to deliver real business value?What if the problem isn’t the technology or the organization, but your approach as a data scientist?With only 11% of data science models making it to deployment and close to 85% of big data projects failing, something clearly isn’t working.In this episode, three globally recognised analytics leaders, Bill Schmarzo, Mark Stouse and John Thompson, join Dr Genevieve Hayes to deliver a tough love wake-up call on why data scientists struggle to create business impact, and more importantly, how to fix it.This episode reveals:Why focusing purely on technical metrics like accuracy and precision is sabotaging your success — and what metrics actually matter to business leaders. [04:18]The critical mindset shift needed to transform from a back-room technical specialist into a valued business partner. [30:33]How to present data science insights in ways that drive action — and why your fancy graphs might be hurting rather than helping. [25:08]Why “data driven” isn’t enough, and how to adopt a “data informed” approach that delivers real business outcomes. [54:08] Guest Bio Bill Schmarzo, also known as “The Dean of Big Data,” is the AI and Data Customer Innovation Strategist for Dell Technologies' AI SPEAR team, and is the author of six books on blending data science, design thinking, and data economics from a value creation and delivery perspective. He is an avid blogger and is ranked as the #4 influencer worldwide in data science and big data by Onalytica and is also an adjunct professor at Iowa State University, where he teaches the “AI-Driven Innovation” class.Mark Stouse is the CEO of ProofAnalytics.ai, a causal AI company that helps companies understand and optimize their operational investments in light of their targeted objectives, time lag, and external factors. Known for his ability to bridge multiple business disciplines, he has successfully operationalized data science at scale across large enterprises, driven by his belief that data science’s primary purpose is enabling better business decisions.John Thompson is EY's Global Head of AI and is the author of four books on AI, data and analytics teams. He was named one of dataIQ's 100 most influential people in data in 2023 and is also an Adjunct Professor at the University of Michigan, where he teaches a course based on his book “Building Analytics Teams”. Links Connect with Bill on LinkedInConnect with Mark on LinkedInConnect with John on LinkedIn Connect with Genevieve on LinkedInBe among the first to hear about the release of each new podcast episode by signing up HERE Read Full Transcript [00:00:00] Dr Genevieve Hayes: Hello, and welcome to Value Driven Data Science, the podcast that helps data scientists transform their technical expertise into tangible business value, career autonomy, and financial reward. I’m Dr. Genevieve Hayes, and today I’m joined by three globally recognized innovators and leaders in AI, analytics, and data science.[00:00:24] Bill Schmarzo, Mark Stouse, and John Thompson. Bill? Also known as the Dean of Big Data, is the AI and Data Customer Innovation Strategist for Dell Technologies AI Spear Team, and is the author of six books on blending data science, design thinking, and data economics from a value creation and delivery perspective.[00:00:49] He is an avid blogger and is ranked as the number four influencer worldwide in data science and big data Analytica. And he’s also an adjunct professor at Iowa State University, where he teaches AI driven innovation. Mark is the CEO of proofanalytics. ai, a causal AI company that helps organizations understand and optimize their operational investments in light of their targeted objectives, time lag and external factors.[00:01:23] Known for his ability to bridge multiple business disciplines, he has successfully operationalized data science at scale across large enterprises. Driven by his belief that data science’s primary purpose is enabling better business decisions. And John is EY’s global head of AI and is the author of four books on AI data and analytics teams.[00:01:49] He was named one of DataIQ’s 100 most influential people in data in 2023. and is also an adjunct professor at the University of Michigan, where he teaches a course based on his book, Building Analytics Teams. Today’s episode will be a tough love wake up call for data scientists on why you are failing to deliver real business value and more importantly, what you can do about it.[00:02:17] So get ready to boost your impact. Earn what you’re worth and rewrite your career algorithm. Bill, Mark, John, welcome to the show.[00:02:25] Mark Stouse: Thank[00:02:26] Bill Schmarzo: Thanks for having us.[00:02:27] John Thompson: to be here.[00:02:28] Dr Genevieve Hayes: Only 11 percent of data scientists say their models always deploy. Only 10 percent of companies obtain significant financial benefits from AI technologies and close to 85 percent of big data projects fail. These statistics, taken from research conducted by Rexa Analytics, the Boston Consulting Group and Gartner respectively, paint a grim view of what it’s like working as a data scientist.[00:02:57] The reality is, you’re probably going to fail. And when that reality occurs, it’s not uncommon for data scientists to blame either the executive for not understanding the brilliance of their work, or the corporate culture for not being ready for data science. And maybe this is true for some organizations.[00:03:20] Particularly those relatively new to the AI adoption path. But it’s now been almost 25 years since William Cleveland first coined the term data science. And as the explosive uptake of generative AI tools, such as chat GPT demonstrate with the right use case. People are very willing to take on AI technologies.[00:03:42] So perhaps it’s finally time to look in the mirror and face the truth. Perhaps the problem is you, the data scientist. But if this is the case, then don’t despair. In many organizations, the leadership just don’t have the time to provide data scientists with the feedback necessary to improve. But today, I’m sitting here with three of the world’s best to provide that advice just for you.[00:04:09] So, let’s cut to the chase what are the biggest mistakes you see data scientists making when it comes to demonstrating their value?[00:04:18] Mark Stouse: I think that you have to start with the fact that they’re not demonstrating their value, right? I mean, if you’re a CEO, a CFO, head of sales really doesn’t matter if you’re trying to make better business decisions over and over and over again. As Bill talks about a lot, the whole idea here is economic,[00:04:39] and it is. About engaging, triggering the laws of compounding you’ve got to be able to do stuff that makes that happen. Data management, for example, even though we all agree that it’s really necessary, particularly if you’re launching, you know, big data solutions. You can’t do this sequentially and be successful.[00:05:04] You’re going to have to find some areas probably using, you know, old fashioned math around causal analytics, multivariable linear regression, things like that, to at least get the ball rolling. In terms of delivering better value, the kind of value that business leaders actually see as valuable[00:05:29] I mean, one of the things that I feel like I say a lot is, you have to have an understanding of your mission, the mission of data science. As somebody who, as a business leader champions it. Is to help people make those better and better and better decisions. And if you’re not doing that, you’re not creating value.[00:05:52] Full stop.[00:05:53] Bill Schmarzo: Totally agree with Mark. I think you’re going to find that all three of us are in violent agreement on a lot of this stuff. What I find interesting is it isn’t just a data scientist fault. Genevieve, you made a comment that leadership lacks the time to provide guidance to data scientists. So if leadership Is it treating data and analytics as an economics conversation if they think it’s a technology conversation is something that should be handled by the CIO, you’ve already lost, you’ve already failed, you already know you failed,[00:06:24] Mark mentioned the fact that this requires the blending of both sides of the aisle. It requires a data scientist to have the right mindset to ask questions like what it is that we’re trying to achieve. How do we create value? What are our desired outcomes? What are the KPIs metrics around which are going to make your success?[00:06:39] Who are our key stakeholders? There’s a series of questions that the data scientist must be empowered to ask and the business Leadership needs to provide the time and people and resources to understand what we’re trying to accomplish. It means we can go back old school with Stephen Covey, begin with an end in mind.[00:07:01] What is it we’re trying to do? Are we trying to improve customer retention? We try to do, you know, reduce unplanned operational downtime or improve patient outcomes. What is it we’re trying to accomplish? The conversation must, must start there. And it has to start with business leadership, setting the direction, setting the charter, putting the posts out where we want to go, and then the data science team collaborating with the stakeholders to unleash that organizational tribal knowledge to actually solve[00:07:32] Dr Genevieve Hayes: think a lot of the problem comes with the fact that many business leaders see data science as being like an IT project. So, if you’ve got your Windows upgrade, the leadership It gives the financing to IT, IT goes along and does it. And then one morning you’re told, when you come into work, your computer will magically upgrade to the latest version of Windows.[00:07:55] So no one really gets bothered by it. And I think many business leaders treat data science as just another IT project like that. They think they can just Give the funding, the data scientists will go away and then they’ll come in one morning and the data science will magically be on their computer.[00:08:15] Bill Schmarzo: Yeah, magic happens, right? No, no, magic doesn’t happen, it doesn’t happen. There has to be that leadership commitment to be at the forefront, not just on the boat, but at the front of the boat saying this is the direction we’re going to go.[00:08:29] John Thompson: That’s the whole reason this book was written. The whole point is that, analytics projects are not tech projects. Analytics projects are cultural transformation projects, is what they are. And if you’re expecting the CEO, CFO, CIO, COO, whoever it is, to go out there and set the vision.[00:08:50] That’s never going to happen because they don’t understand technology, and they don’t understand data. They’d rather be working on building the next factory or buying another company or something like that. What really has to happen is the analytics team has to provide leadership to the leadership for them to understand what they’re going to do.[00:09:12] So when I have a project that we’re trying to do, my team is trying to do, and if we’re working for, let’s say, marketing, I go to the CMO and I say, look, you have to dedicate and commit. that your subject matter experts are going to be in all the meetings. Not just the kickoff meetings, not just the quarterly business review, the weekly meetings.[00:09:36] Because when we go off as an analytics professionals and do things on our own, we have no idea what the business runs like. , we did analytics at one company that I work for. We brought it back and we showed it to the they said, the numbers are wildly wrong. And we said, well, why? And they said, well, you probably don’t understand that what we do is illegal in 10 US states.[00:10:00] So you probably have the data from all those 10 states in the analysis. And we did. So, we took it all out and they look down there and go, you got it right. It’s kind of surprising. You didn’t know what you were doing and you got it right. So, it has to be a marriage of the subject matter experts in the business.[00:10:17] And the data scientists, you can’t go to the leadership and say, tell us what you want. They don’t know what they want. They’d want another horse in Henry Ford’s time, or they glue a, a Walkman onto a radio or something in Steve Jobs time. They don’t know what they want. So you have to come together.[00:10:36] And define it together and you have to work through the entire project together.[00:10:42] Mark Stouse: Yeah, I would add to that, okay, that a lot of times the SMEs also have major holes in their knowledge that the analytics are going to challenge and give them new information. And so I totally agree. I mean, this is an iterative learning exchange. That has profound cultural implications.[00:11:11] One of the things that AI is doing right now is it is introducing a level of transparency and accountability into operations, corporate operations, my operations, your operations, that honestly, none of us are really prepared for. None of us are really prepared for the level of learning that we’re going to have to do.[00:11:36] And very few of us are aware of how polymathic. Most of our challenges, our problems, our objectives really are one of the things that I love to talk about in this regard is analytics made me a much better person. That I once was because it showed me the extent of my ignorance.[00:12:01] And when I kind of came to grips with that and I started to use really the modicum of knowledge that I have as a way of curating my ignorance. And I got humble about it made a big difference[00:12:16] John Thompson: Well, that’s the same when I was working shoulder to shoulder with Bill, I just realized how stupid I was. So, then I just, really had to, come back and, say, oh, God nowhere near the summit, I have a long way to go.[00:12:31] Bill Schmarzo: Hey, hey, Genevie. Let me throw something out there at you and it builds on what John has said and really takes off on what Mark is talking about is that there is a cultural preparation. It needs to take place across organizations in order to learn to master the economies of learning,[00:12:48] the economies of learning, because you could argue in knowledge based industries that what you are learning is more important than what you know. And so if what you know has declining value, and what you’re learning has increasing value, then what Mark talked about, and John as well, both city presenting data and people saying, I didn’t know that was going on, right?[00:13:09] They had a certain impression. And if they have the wrong cultural mindset. They’re going to fight that knowledge. They’re going to fight that learning, oh, I’m going to get fired. I’m going to get punished. No, we need to create cultures that says that we are trying to master the economies and learning and you can’t learn if you’re not willing to fail.[00:13:29] And that is what is powerful about what AI can do for us. And I like to talk about how I’m a big fan of design thinking. I integrate design thinking into all my workshops and all my training because it’s designed to. Cultivate that human learning aspect. AI models are great at cultivating algorithmic learning.[00:13:50] And when you bring those two things together around a learning culture that says you’re going to try things, you’re going to fail, you’re going to learn, those are the organizations that are going to win.[00:13:59] John Thompson: Yeah, you know, to tie together what Mark and Bill are saying there is that, you need people to understand that they’re working from an outmoded view of the business. Now, it’s hard for them to hear that. It’s hard for them to realize it. And what I ask data scientists to do that work for me is when we get a project and we have an operational area, sales, marketing, logistics, finance, manufacturing, whatever it is.[00:14:26] They agreed that they’re going to go on the journey with us. We do something really simple. We do an exploratory data analysis. We look at means and modes and distributions and things like that. And we come back and we say, this is what the business looks like today. And most of the time they go, I had no idea.[00:14:44] You know, I didn’t know that our customers were all, for the most part, between 70 and 50. I had no idea that our price point was really 299. I thought it was 3, 299. So you then end up coming together. You end up with a shared understanding of the business. Now one of two things is generally going to happen.[00:15:05] The business is going to freak out and leave the project and say, I don’t want anything to do with this, or they’re going to lean into it and say, I was working from something that was, as Bill said, declining value. Okay. Now, if they’re open, like a AI model that’s being trained, if they’re open to learning, they can learn what the business looks like today, and we can help them predict what the business should look like tomorrow.[00:15:31] So we have a real issue here that the three of us have talked about it from three different perspectives. We’ve all seen it. We’ve all experienced it. It’s a real issue, we know how people can come together. The question is, will they?[00:15:46] Dr Genevieve Hayes: think part of the issue is that, particularly in the area of data science, there’s a marked lack of leadership because I think a lot of people don’t understand how to lead these projects. So you’ve got Many data scientists who are trained heavily in the whole technical aspect of data science, and one thing I’ve come across is, you know, data scientists who’ll say to me, my job is to do the technical work, tell me what to do.[00:16:23] I’ll go away and do it. Give it to you. And then you manager can go and do whatever you like with it.[00:16:29] Mark Stouse: Model fitment.[00:16:31] Dr Genevieve Hayes: Yeah. And then one thing I’ve experienced is many managers in data science are, you know, It’s often the area that they find difficult to find managers for, so we’ll often get people who have no data science experience whatsoever[00:16:46] and so I think part of the solution is teaching the data scientists that they have to start managing up because they’re the ones who understand what they’re doing the best, but no one’s telling them that because the people above them often don’t know that they should be telling the data[00:17:08] John Thompson: Well, if that’s the situation, they should just fire everybody and save the money. Because it’s never going to go anywhere. But Bill, you were going to say something. Go ahead.[00:17:16] Bill Schmarzo: Yeah, I was going to say, what’s interesting about Genevieve, what you’re saying is that I see this a lot in not just data scientists, but in a lot of people who are scared to show their ignorance in new situations. I think Mark talked about this, is it because they’re, you think about if you’re a data scientist, you probably have a math background. And in math, there’s always a right answer. In data science, there isn’t. There’s all kinds of potential answers, depending on the situation and the circumstances. I see this all the time, by the way, with our sales folks. Who are afraid we’re selling technology. We’re afraid to talk to the line of business because I don’t understand their business Well, you don’t need to understand their business, but you do need to become like socrates and start asking questions What are you trying to accomplish?[00:18:04] What are your goals? What are your desired outcomes? How do you measure success? Who are your stakeholders ? You have to be genuinely interested In their success and ask those kind of questions if you’re doing it to just kind of check a box off Then just get chad gpt to rattle it off But if you’re genuinely trying to understand what they’re trying to accomplish And then thinking about all these marvelous different tools you have because they’re only tools And how you can weave them together to help solve that now you’ve got That collaboration that john’s book talks about about bringing these teams together Yeah[00:18:39] Mark Stouse: is, famously paraphrased probably did actually say something like this, . But he’s famously paraphrased as saying that he would rather have a really smart question than the best answer in the world. And. I actually experienced that two days ago,[00:18:57] in a conversation with a prospect where I literally, I mean, totally knew nothing about their business. Zero, but I asked evidently really good questions. And so his impression of me at the end of the meeting was, golly, you know, so much about our business. And I wanted to say, yeah, cause you just educated me.[00:19:21] Right. You know, I do now. And so I think there’s actually a pattern here that’s really worth elevating. So what we are seeing right now with regard to data science teams is scary similar to what happened with it after Y2K, the business turned around and looked at him and said, seriously, we spend all that money,[00:19:45] I mean, what the heck? And so what happened? The CIO got, demoted organizationally pretty far down in the company wasn’t a true C suite member anymore. Typically the whole thing reported up into finance. The issue was not. Finance, believing that they knew it better than the it people,[00:20:09] it was, we are going to transform this profession from being a technology first profession to a business outcomes. First profession, a money first profession, an economics organization, that has more oftentimes than not been the outcome in the last 25 years. But I think that that’s exactly what’s going on right now with a lot of data science teams.[00:20:39] You know, I used to sit in technology briefing rooms, listening to CIOs and other people talk about their problems. And. This one CIO said, you know, what I did is I asked every single person in my organization around the world to go take a finance for non financial managers course at their local university.[00:21:06] They want credit for it. We’ll pay the bill. If they just want to audit it, they can do that. And they started really cross pollinating. These teams to give them more perspective about the business. I totally ripped that off because it just struck me as a CMO as being like, so many of these problems, you could just do a search and replace and get to marketing.[00:21:32] And so I started doing the same thing and I’ve made that suggestion to different CDOs, some of whom have actually done it. So it’s just kind of one of those things where you have to say, I need to know more. So this whole culture of being a specialist is changing from.[00:21:53] This, which, this is enough, this is okay , I’m making a vertical sign with my hand, to a T shaped thing, where the T is all about context. It’s all about everything. That’s not part of your. Profession[00:22:09] John Thompson: Yeah, well, I’m going to say that here’s another book that you should have your hands on. This is Aristotle. We can forget about Socrates. Aristotle’s the name. But you know. But , Bill’s always talking about Socrates. I’m an Aristotle guy myself. So, you[00:22:23] Bill Schmarzo: Okay, well I Socrates had a better jump shot. I’m sorry. He could really nail that[00:22:28] John Thompson: true. It’s true. Absolutely. Well, getting back , to the theme of the discussion, in 1 of the teams that I had at CSL bearing, which is an Australian company there in Melbourne, I took my data science team and I brought in speech coaches.[00:22:45] Presentation coaches people who understand business, people who understood how to talk about different things. And I ran them through a battery of classes. And I told them, you’re going to be in front of the CEO, you’re going to be in front of the EVP of finance, you’re going to be in front of all these different people, and you need to have the confidence to speak their language.[00:23:07] Whenever we had meetings, we talk data science talk, we talk data and integration and vectors and, algorithms and all that kind of stuff. But when we were in the finance meeting, we talked finance. That’s all we talked. And whenever we talked to anybody, we denominated all our conversations in money.[00:23:25] Whether it was drachma, yen, euros, pounds, whatever it was, we never talked about speeds and feeds and accuracy and results. We always talked about money. And if it didn’t make money, we didn’t do it. So, the other thing that we did that really made a difference was that when the data scientists and data scientists hate this, When they went into a meeting, and I was there, and even if I wasn’t there, they were giving the end users and executives recommendations.[00:23:57] They weren’t going in and showing a model and a result and walking out the door and go, well, you’re smart enough to interpret it. No, they’re not smart enough to interpret it. They actually told the marketing people. These are the 3 things you should do. And if your data scientists are not being predictive and recommending actions, they’re not doing their job.[00:24:18] Dr Genevieve Hayes: What’s the, so what test At the end of everything, you have to be able to say, so what does this mean to whoever your audience is?[00:24:25] Mark Stouse: That’s right. I mean, you have to be able to say well, if the business team can’t look at your output, your data science output, and know what to do with it, and know how to make a better decision, it’s like everything else that you did didn’t happen. I mean it, early in proof, we were working on. UX, because it became really clear that what was good for a data scientist wasn’t working. For like everybody else. And so we did a lot of research into it. Would you believe that business teams are okay with charts? Most of them, if they see a graph, they just totally freeze and it’s not because they’re stupid.[00:25:08] It’s because so many people had a bad experience in school with math. This is a psychological, this is an intellectual and they freeze. So in causal analytics, one of the challenges is that, I mean, this is pretty much functioning most of the time anyway, on time series data, so there is a graph,[00:25:31] this is kind of like a non negotiable, but we had a customer that was feeding data so fast into proof that the automatic recalc of the model was happening like lickety split. And that graph all of a sudden looked exactly like a GPS. It worked like a GPS. In fact, it really is a GPS. And so as soon as we stylized.[00:26:01] That graph to look more like a GPS track, all of a sudden everybody went, Oh,[00:26:10] Dr Genevieve Hayes: So I got rid of all the PTSD from high school maths and made it something familiar.[00:26:16] Mark Stouse: right. And so it’s very interesting. Totally,[00:26:21] Bill Schmarzo: very much mirrors what mark talked about So when I was the new vice president of advertiser analytics at yahoo we were trying to solve a problem to help our advertisers optimize their spend across the yahoo ad network and because I didn’t know anything about that industry We went out and my team went out and interviewed all these advertisers and their agencies.[00:26:41] And I was given two UEX people and zero data. Well, I did have one data scientist. But I had mostly UX people on this project. My boss there said, you’re going to want UX people. I was like, no, no, I need analytics. He said, trust me in UX people and the process we went through and I could spend an hour talking about the grand failure of the start and the reclamation of how it was saved at a bar after too many drinks at the Waldorf there in New York.[00:27:07] But what we’ve realized is that. For us to be effective for our target audience was which was media planners and buyers and campaign managers. That was our stakeholders. It wasn’t the analysts, it was our stakeholders. Like Mark said, the last thing they wanted to see was a chart. And like John said, what they wanted the application to do was to tell them what to do.[00:27:27] So we designed this user interface that on one side, think of it as a newspaper, said, this is what’s going on with your campaign. This audience is responding. These sites are this, these keywords are doing this. And the right hand side gave recommendations. We think you should move spend from this to this.[00:27:42] We think you should do this. And it had three buttons on this thing. You could accept it and it would kick into our advertising network and kick in. And we’d measure how effective that was. They could reject it. They didn’t think I was confident and we’d measure effectiveness or they could change it. And we found through our research by putting that change button in there that they had control, that adoption went through the roof.[00:28:08] When it was either yes or no, adoption was really hard, they hardly ever used it. Give them a chance to actually change it. That adoption went through the roof of the technology. So what John was saying about, you have to be able to really deliver recommendations, but you can’t have the system feel like it’s your overlord.[00:28:27] You’ve got to be like it’s your Yoda on your shoulder whispering to your saying, Hey, I think you should do this. And you’re going, eh, I like that. No, I don’t like this. I want to do that instead. And when you give them control, then the adoption process happens much smoother. But for us to deliver those kinds of results, we had to know in detail, what decisions are they trying to make?[00:28:45] How are they going to measure success? We had to really understand their business. And then the data and the analytics stuff was really easy because we knew what we had to do, but we also knew what we didn’t have to do. We didn’t have to boil the ocean. We were trying to answer basically 21 questions.[00:29:01] The media planners and buyers and the campaign managers had 21 decisions to make and we built analytics and recommendations for each Of those 21[00:29:10] John Thompson: We did the same thing, you know, it blends the two stories from Mark and Bill, we were working at CSL and we were trying to give the people tools to find the best next location for plasma donation centers. And, like you said, there were 50, 60 different salient factors they had, and when we presented to them in charts and graphs, Information overload.[00:29:34] They melted down. You can just see their brains coming out of their ears. But once we put it on a map and hit it all and put little dials that they could fiddle with, they ran with it.[00:29:49] Bill Schmarzo: brilliant[00:29:50] Mark Stouse: totally, totally agree with that. 100% you have to know what to give people and you have to know how to give them, control over some of it, nobody wants to be an automaton. And yet also they will totally lock up if you just give them the keys to the kingdom. Yeah.[00:30:09] Dr Genevieve Hayes: on what you’ve been saying in the discussion so far, what I’m hearing is that the critical difference between what data scientists think their role is and what business leaders actually need is the data scientists is. Well, the ones who aren’t performing well think their role is to just sit there in a back room and do technical work like they would have done in their university assignments.[00:30:33] What the business leaders need is someone who can work with them, ask the right questions in order to understand the needs of the business. make recommendations that answer those questions. But in answering those questions, we’re taking a data informed approach rather than a data driven approach. So you need to deliver the answers to those questions in such a way that you’re informing the business leaders and you’re delivering it in a way that Delivers the right user experience for them, rather than the user experience that the data scientists might want, which would be your high school maths graphs.[00:31:17] Is that a good summary?[00:31:20] John Thompson: Yeah, I think that’s a really good summary. You know, one of the things that Bill and I, and I believe Mark understands is we’re all working to change, you know, Bill and I are teaching at universities in the United States. I’m on the advisory board of about five. Major universities. And whenever I go in and talk to these universities and they say, Oh, well, we teach them, these algorithms and these mathematical techniques and these data science and this statistics.[00:31:48] And I’m like, you are setting these people up for failure. You need to have them have presentation skills, communication skills, collaboration. You need to take about a third of these credits out and change them out for soft skills because you said it Genevieve, the way we train people, young people in undergraduate and graduate is that they have a belief that they’re going to go sit in a room and fiddle with numbers.[00:32:13] That’s not going to be successful.[00:32:16] Mark Stouse: I would give one more point of dimensionality to this, which is a little more human, in some respects, and that is that I think that a lot of data scientists love the fact that they are seen as Merlin’s as shamans. And the problem that I personally witnessed this about two years ago is when you let business leaders persist in seeing you in those terms.[00:32:46] And when all of a sudden there was a major meltdown of some kind, in this case, it was interest rates, and they turn around and they say, as this one CEO said in this meeting Hey, I know you’ve been doing all kinds of really cool stuff back there with AI and everything else. And now I need help.[00:33:08] Okay. And the clear expectation was. I need it now, I need some brilliant insight now. And the answer that he got was, we’re not ready yet. We’re still doing the data management piece. And this CEO dropped the loudest F bomb. That I think I have ever heard from anybody in almost any situation,[00:33:36] and that guy, that data science leader was gone the very next day. Now, was that fair? No. Was it stupid? For the data science leader to say what he said. Yeah, it was really dumb.[00:33:52] Bill Schmarzo: Don’t you call that the tyranny of perfection mark? Is that your term that you always use? is that There’s this idea that I gotta get the data all right first before I can start doing analysis And I think it’s you I hear you say the tyranny of perfection is what hurts You Progress over perfection, learning over absolutes, and that’s part of the challenge is it’s never going to be perfect.[00:34:13] Your data is never going to be perfect, you got to use good enough data[00:34:17] Mark Stouse: It’s like the ultimate negative version of the waterfall.[00:34:22] John Thompson: Yeah,[00:34:23] Mark Stouse: yet we’re all supposedly living in agile paradise. And yet very few people actually operate[00:34:30] John Thompson: that’s 1 thing. I want to make sure that we get in the recording is that I’ve been on record for years and I’ve gone in front of audiences and said this over and over again. Agile and analytics don’t mix that is. There’s no way that those 2 go together. Agile is a babysitting methodology. Data scientists don’t do well with it.[00:34:50] So, you know, I’ll get hate mail for that, but I will die on that hill. But, the 1 thing that, Mark, I agree with 100 percent of what you said, but the answer itself or the clue itself is in the title. We’ve been talking about. It’s data science. It’s not magic. I get people coming and asking me to do magical things all the time.[00:35:11] And I’m like. Well, have you chipped all the people? Do you have all their brain waves? If you have that data set, I can probably analyze it. But, given that you don’t understand what’s going on inside their cranium, that’s magic. I can’t do that. We had the same situation when COVID hit, people weren’t leaving their house.[00:35:29] So they’re not donating plasma. It’s kind of obvious, so, people came to us and said, Hey, the world’s gone to hell in a handbasket in the last two weeks. The models aren’t working and I’m like, yeah, the world’s changed, give us four weeks to get a little bit of data.[00:35:43] We’ll start to give you a glimmer of what this world’s going to look like two months later. We had the models working back in single digit error terms, but when the world goes haywire, you’re not going to have any data, and then when the executives are yelling at you, you just have to say, look, this is modeling.[00:36:01] This is analytics. We have no precedent here.[00:36:05] Bill Schmarzo: to build on what John was just saying that the challenge that I’ve always seen with data science organizations is if they’re led by somebody with a software development background, getting back to the agile analytics thing, the problem with software development. is that software development defines the requirements for success.[00:36:23] Data science discovers them. It’s hard to make that a linear process. And so, if you came to me and said, Hey, Schmarz, you got a big, giant data science team. I had a great data science team at Hitachi. Holy cow, they were great. You said, hey, we need to solve this problem. When can you have it done?[00:36:38] I would say, I need to look at the problem. I need to start exploring it. I can’t give you a hard date. And that drove software development folks nuts. I need a date for when I, I don’t know, cause I’ve got to explore. I’m going to try lots of things. I’m going to fail a lot.[00:36:51] I’m going to try things that I know are going to fail because I can learn when I fail. And so, when you have an organization that has a software development mindset, , like John was talking about, they don’t understand the discovery and learning process that the data science process has to go through to discover the criteria for success.[00:37:09] Mark Stouse: right. It’s the difference between science and engineering.[00:37:13] John Thompson: Yes, exactly. And 1 of the things, 1 of the things that I’ve created, it’s, you know, everybody does it, but I have a term for it. It’s a personal project portfolio for data scientists. And every time I’ve done this and every team. Every data scientist has come to me individually and said, this is too much work.[00:37:32] It’s too hard. I can’t[00:37:34] Bill Schmarzo: Ha, ha, ha,[00:37:35] John Thompson: three months later, they go, this is the only way I want to work. And what you do is you give them enough work so when they run into roadblocks, they can stop working on that project. They can go out and take a swim or work on something else or go walk their dog or whatever.[00:37:53] It’s not the end of the world because the only project they’re working on can’t go forward. if they’ve got a bunch of projects to time slice on. And this happens all the time. You’re in, team meetings and you’re talking and all of a sudden the data scientist isn’t talking about that forecasting problem.[00:38:09] It’s like they ran into a roadblock. They hit a wall. Then a week later, they come in and they’re like, Oh, my God, when I was in the shower, I figured it out. You have to make time for cogitation, introspection, and eureka moments. That has to happen in data science.[00:38:28] Bill Schmarzo: That is great, John. I love that. That is wonderful.[00:38:30] Mark Stouse: And of course the problem is. Yeah. Is that you can’t predict any of that, that’s the part of this. There’s so much we can predict. Can’t predict that.[00:38:42] Bill Schmarzo: you know what you could do though? You could do Mark, you could prescribe that your data science team takes multiple showers every day to have more of those shower moments. See, that’s the problem. I see a correlation. If showers drive eureka moments, dang it.[00:38:54] Let’s give him more showers.[00:38:56] John Thompson: Yep. Just like firemen cause fires[00:38:59] Mark Stouse: Yeah, that’s an interesting correlation there, man.[00:39:05] Dr Genevieve Hayes: So, if businesses need something different from what the data scientists are offering, why don’t they just articulate that in the data scientist’s role description?[00:39:16] John Thompson: because they don’t know they need it.[00:39:17] Mark Stouse: Yeah. And I think also you gotta really remember who you’re dealing with here. I mean, the background of the average C suite member is not highly intellectual. That’s not an insult, that’s just they’re not deep thinkers. They don’t think a lot. They don’t[00:39:37] John Thompson: that with tech phobia.[00:39:38] Mark Stouse: tech phobia and a short termism perspective.[00:39:43] That arguably is kind of the worst of all the pieces.[00:39:48] John Thompson: storm. It’s a[00:39:49] Mark Stouse: It is, it is a[00:39:50] John Thompson: know, I, I had, I’ve had CEOs come to me and say, we’re in a real crisis here and you guys aren’t helping. I was like, well, how do you know we’re not helping? You never talked to us. And, in this situation, we had to actually analyze the entire problem and we’re a week away from making recommendations.[00:40:08] And I said that I said, we have an answer in 7 days. He goes, I need an answer today. I said, well, then you should go talk to someone else because in 7 days, I’ll have it. But now I don’t. So, I met with him a week later. I showed them all the data, all the analytics, all the recommendations. And they said to me, we don’t really think you understand the business well enough.[00:40:27] We in the C suite have looked at it and we don’t think that this will solve it. And I’m like, okay, fine, cool. No problem. So I left, and 2 weeks later, they called me in and said, well, we don’t have a better idea. So, what was that you said? And I said, well, we’ve coded it all into the operational systems.[00:40:43] All you have to do is say yes. And we’ll turn it on and it was 1 of the 1st times and only times in my life when the chart was going like this, we made all the changes and it went like that. It was a perfect fit. It worked like a charm and then, a month later, I guess it was about 6 months later, the CEO came around and said, wow, you guys really knew your stuff.[00:41:07] You really were able to help us. Turn this around and make it a benefit and we turned it around faster than any of the competitors did. And then he said, well, what would you like to do next? And I said, well, I resigned last week. So, , I’m going to go do it somewhere else.[00:41:22] And he’s like, what? You just made a huge difference in the business. And I said, yeah, you didn’t pay me anymore. You didn’t recognize me. And I’ve been here for nearly 4 years, and I’ve had to fight you tooth and nail for everything. I’m tired of it.[00:41:34] Mark Stouse: Yeah. That’s what’s called knowing your value. One of the things that I think is so ironic about this entire conversation is that if any function has the skillsets necessary to forecast and demonstrate their value as multipliers. Of business decisions, decision quality, decision outcomes it’s data science.[00:42:05] And yet they just kind of. It’s like not there. And when you say that to them, they kind of look at you kind of like, did you really just say that, and so it is, one of the things that I’ve learned from analytics is that in the average corporation, you have linear functions that are by definition, linear value creators.[00:42:32] Sales would be a great example. And then you have others that are non linear multipliers. Marketing is one, data science is another, the list is long, it’s always the non linear multipliers that get into trouble because they don’t know how to show their value. In the same way that a linear creator can show it[00:42:55] John Thompson: And I think that’s absolutely true, Mark. And what I’ve been saying, and Bill’s heard this until he’s sick of it. Is that, , data science always has to be denominated in currency. Always, if you can’t tell them in 6 months, you’re going to double the sales or in 3 months, you’re going to cut cost or in, , 5 months, you’re going to have double the customers.[00:43:17] If you’re not denominating that in currency and whatever currency they care about, you’re wasting your time.[00:43:23] Dr Genevieve Hayes: The problem is, every single data science book tells you that the metrics to evaluate models by are, precision, recall, accuracy, et[00:43:31] John Thompson: Yeah, but that’s technology. That’s not business.[00:43:34] Dr Genevieve Hayes: exactly. I’ve only ever seen one textbook where they say, those are technical metrics, but the metrics that really count are the business metrics, which are basically dollars and cents.[00:43:44] John Thompson: well, here’s the second one that says it.[00:43:46] Dr Genevieve Hayes: I will read that. For the audience it’s Business Analytics Teams by John Thompson.[00:43:51] John Thompson: building analytics[00:43:52] Dr Genevieve Hayes: Oh, sorry, Building[00:43:54] Mark Stouse: But, but I got to tell you seriously, the book that John wrote that everybody needs to read in business. Okay. Not just data scientists, but pretty much everybody. Is about causal AI. And it’s because almost all of the questions. In business are about, why did that happen? How did it happen? How long did it take for that to happen?[00:44:20] It’s causal. And so, I mean, when you really look at it that way and you start to say, well, what effects am I causing? What effects is my function causing, all of a sudden the scales kind of have a way of falling away from your eyes and you see things. Differently.[00:44:43] John Thompson: of you to say that about that book. I appreciate that.[00:44:46] Mark Stouse: That kick ass book, kick[00:44:48] John Thompson: Well, thank you. But, most people don’t understand that we’ve had analytical or foundational AI for 70 years. We’ve had generative AI for two, and we’ve had causal for a while, but only people understand it are the people on this call and Judea Pearl and maybe 10 others in the world, but we’re moving in a direction where those 3 families of AI are going to be working together in what I’m calling composite AI, which is the path to artificial, or as Bill says, average general intelligence or AGI.[00:45:24] But there are lots of eight eyes people talk about it as if it’s one thing and it’s[00:45:29] Mark Stouse: Yeah, correct. That’s right.[00:45:31] Dr Genevieve Hayes: I think part of the problem with causal AI is it’s just not taught in data science courses.[00:45:37] John Thompson: it was not taught anywhere. The only place it’s taught is UCLA.[00:45:40] Mark Stouse: But the other problem, which I think is where you’re going with it Genevieve is even 10 years ago, they weren’t even teaching multivariable linear regression as a cornerstone element of a data science program. So , they basically over rotated and again, I’m not knocking it.[00:46:01] I’m not knocking machine learning or anything like that. Okay. But they over rotated it and they turned it into some sort of Omni tool, that could do it all. And it can’t do it all.[00:46:15] Dr Genevieve Hayes: think part of the problem is the technical side of data science is the amalgamation of statistics and computer science . But many data science university courses arose out of the computer science departments. So they focused on the machine learning courses whereas many of those things like.[00:46:34] multivariable linear analysis and hypothesis testing, which leads to things like causal AI. They’re taught in the statistics courses that just don’t pop up in the data science programs.[00:46:46] Mark Stouse: Well, that’s certainly my experience. I teach at USC in the grad school and that’s the problem in a nutshell right there. In fact, we’re getting ready to have kind of a little convocation in LA about this very thing in a couple of months because it’s not sustainable.[00:47:05] Bill Schmarzo: Well, if you don’t mind, I’m going to go back a second. We talked about, measuring success as currency. I’m going to challenge that a little bit. We certainly need to think about how we create value, and value isn’t just currency. John held up a book earlier, and I’m going to hold up one now, Wealth of Nations,[00:47:23] John Thompson: Oh yeah.[00:47:25] Bill Schmarzo: Page 28, Adam Smith talks about value he talks about value creation, and it isn’t just about ROI or net present value. Value is a broad category. You got customer value, employee value, a partner stakeholder. You have society value, community value of environmental value.[00:47:43] We have ethical value. And as we look at the models that we are building, that were guided or data science teams to build, we need to broaden the definition of value. It isn’t sufficient if we can drive ROI, if it’s destroying our environment and putting people out of work. We need to think more holistically.[00:48:04] Adam Smith talks about this. Yeah, 1776. Good year, by the way, it’s ultimate old school, but it’s important when we are As a data science team working with the business that we’re broadening their discussions, I’ve had conversations with hospitals and banks recently. We run these workshops and one of the things I always do, I end up pausing about halfway through the workshop and say, what are your desired outcomes from a community perspective?[00:48:27] You sit inside a community or hospital. You have a community around you, a bank, you have a community around you. What are your desired outcomes for that community? How are you going to measure success? What are those KPIs and metrics? And they look at me like I got lobsters crawling out of my ears.[00:48:40] The thing is is that it’s critical if we’re going to Be in champion data science, especially with these tools like these new ai tools causal predictive generative autonomous, these tools allow us to deliver a much broader range of what value is And so I really rail against when somebody says, you know, and not trying to really somebody here but You know, we gotta deliver a better ROI.[00:49:05] How do you codify environmental and community impact into an ROI? Because ROI and a lot of financial metrics tend to be lagging indicators. And if you’re going to build AI models, you want to build them on leading indicators.[00:49:22] Mark Stouse: It’s a lagging efficiency metric,[00:49:24] Bill Schmarzo: Yeah, exactly. And AI doesn’t do a very good job of optimizing what’s already happened.[00:49:29] That’s not what it does.[00:49:30] John Thompson: sure.[00:49:31] Bill Schmarzo: I think part of the challenge, you’re going to hear this from John and from Mark as well, is that we broaden this conversation. We open our eyes because AI doesn’t need to just deliver on what’s happened in the past, looks at the historical data and just replicates that going forward.[00:49:45] That leads to confirmation bias of other things. We have a chance in AI through the AI utility function to define what it is we want our AI models to do. from environmental, society, community, ethical perspective. That is the huge opportunity, and Adam Smith says that so.[00:50:03] John Thompson: There you go. Adam Smith. I love it. Socrates, Aristotle, Adam[00:50:08] Bill Schmarzo: By the way, Adam Smith motivated this book that I wrote called The Economics of Data Analytics and Digital Transformation I wrote this book because I got sick and tired of walking into a business conversation and saying, Data, that’s technology. No, data, that’s economics.[00:50:25] Mark Stouse: and I’ll tell you what, you know what, Genevieve, I’m so cognizant of the fact in this conversation that the summer can’t come fast enough when I too will have a book,[00:50:39] John Thompson: yay.[00:50:41] Mark Stouse: yeah, I will say this, One of the things that if you use proof, you’ll see this, is that there’s a place where you can monetize in and out of a model, but money itself is not causal. It’s what you spend it on. That’s either causal or in some cases, not[00:51:01] That’s a really, really important nuance. It’s not in conflict with what John was saying about monetizing it. And it’s also not in conflict with what. My friend Schmarrs was saying about, ROI is so misused as a term in business. It’s just kind of nuts.[00:51:25] It’s more like a shorthand way of conveying, did we get value[00:51:31] John Thompson: yeah. And the reason I say that we denominated everything in currency is that’s generally one of the only ways. to get executives interested. If you go in and say, Oh, we’re going to improve this. We’re going to improve that. They’re like, I don’t care. If I say this project is going to take 6 months and it’s going to give you 42 million and it’s going to cost you nothing, then they’re like, tell me more, and going back to what Bill had said earlier, we need to open our aperture on what we do with these projects when we were at Dell or Bill and I swapped our times at Dell, we actually did a project with a hospital system in the United States and over 2 years.[00:52:11] We knocked down the incidence of post surgical sepsis by 72%. We saved a number of lives. We saved a lot of money, too, but we saves people’s lives. So analytics can do a lot. Most of the people are focused on. Oh, how fast can we optimize the search engine algorithm? Or, how can we get the advertisers more yield or more money?[00:52:32] There’s a lot of things we can do to make this world better. We just have to do it.[00:52:36] Mark Stouse: The fastest way to be more efficient is to be more effective, right? I mean, and so when I hear. CEOs and CFOs, because those are the people who use this language a lot. Talk about efficiency. I say, whoa, whoa, hold on. You’re not really talking about efficiency. You’re talking about cost cutting.[00:52:58] Those two things are very different. And it’s not that you shouldn’t cut costs if you need to, but it’s not efficiency. And ultimately you’re not going to cut your way into better effectiveness. It’s just not the way things go.[00:53:14] John Thompson: Amen.[00:53:15] Mark Stouse: And so, this is kind of like the old statement about physicists,[00:53:18] if they’re physicists long enough, they turn into philosophers. I think all three of us, have that going on. Because we have seen reality through a analytical lens for so long that you do actually get a philosophy of things.[00:53:38] Dr Genevieve Hayes: So what I’m hearing from all of you is that for data scientists to create value for the businesses that they’re working for, they need to start shifting their approach to basically look at how can we make the businesses needs. And how can we do that in a way that can be expressed in the business’s language, which is dollars and cents, but also, as Bill pointed out value in terms of the community environment.[00:54:08] So less financially tangible points of view.[00:54:11] Bill Schmarzo: And if I could just slightly add to that, I would say first thing that they need to do is to understand how does our organization create value for our constituents and stakeholders.[00:54:22] Start there. Great conversation. What are our desired outcomes? What are the key decisions? How do we measure success? If we have that conversation, by the way, it isn’t unusual to have that conversation with the business stakeholders and they go I’m not exactly sure.[00:54:37] John Thompson: I don’t know how that works.[00:54:38] Bill Schmarzo: Yeah. So you need to find what are you trying to improve customer retention? You’re trying to increase market share. What are you trying to accomplish and why and how are you going to measure success? So the fact that the data science team is asking that question, because like John said, data science can solve a whole myriad of problems.[00:54:54] It isn’t that it can’t solve. It can solve all kinds. That’s kind of the challenge. So understanding what problems we want to solve starts by understanding how does your organization create value. If you’re a hospital, like John said, reducing hospital acquired infections, reducing long term stay, whatever it might be.[00:55:09] There are some clear goals. Processes initiatives around which organizations are trying to create value[00:55:18] Dr Genevieve Hayes: So on that note, what is the single most important change our listeners could make tomorrow to accelerate their data science impact and results?[00:55:28] John Thompson: I’ll go first. And it’s to take your data science teams and not merge them into operational teams, but to introduce the executives that are in charge of these areas and have them have an agreement that they’re going to work together. Start there.[00:55:46] Bill Schmarzo: Start with how do you how does the organization create value? I mean understand that fundamentally ask those questions and keep asking until you find somebody in the organization who can say we’re trying to do this[00:55:57] Mark Stouse: to which I would just only add, don’t forget the people are people and they all have egos and they all want to appear smarter and smarter and smarter. And so if you help them do that, you will be forever in there must have list, it’s a great truth that I have found if you want to kind of leverage bills construct, it’s the economies of ego.[00:56:24] Bill Schmarzo: I like[00:56:24] John Thompson: right, Mark, wrap this up. When’s your book coming out? What’s the title?[00:56:28] Mark Stouse: It’s in July and I’ll be shot at dawn. But if I tell you the title, but so I interviewed several hundred fortune, 2000 CEOs and CFOs about how they see go to market. The changes that need to be made in go to market. The accountability for it all that kind of stuff. And so the purpose of this book really in 150, 160 pages is to say, Hey, they’re not all correct, but this is why they’re talking to you the way that they’re talking to you, and this is why they’re firing.[00:57:05] People in go to market and particularly in B2B at an unprecedented rate. And you could, without too much deviation, do a search and replace on marketing and sales and replace it with data science and you’d get largely the same stuff. LinkedIn,[00:57:25] Dr Genevieve Hayes: for listeners who want to get in contact with each of you, what can they do?[00:57:29] John Thompson: LinkedIn. John Thompson. That’s where I’m at.[00:57:32] Mark Stouse: Mark Stouse,[00:57:34] Bill Schmarzo: And not only connect there, but we have conversations all the time. The three of us are part of an amazing community of people who have really bright by diverse perspectives. And we get into some really great conversations. So not only connect with us, but participate, jump in. Don’t be afraid.[00:57:51] Dr Genevieve Hayes: And there you have it, another value packed episode to help you turn your data skills into serious clout, cash, and career freedom. If you found today’s episode useful and think others could benefit, please leave us a rating and review on your podcast platform of choice. That way we’ll be able to reach more data scientists just like you.[00:58:11] Thanks for joining me today, Bill, Mark, and John.[00:58:16] Mark Stouse: Great being with[00:58:16] John Thompson: was fun.[00:58:18] Dr Genevieve Hayes: And for those in the audience, thanks for listening. I’m Dr. Genevieve Hayes, and this has been value driven data science. The post Episode 53: A Wake-Up Call from 3 Tech Leaders on Why You're Failing as a Data Scientist first appeared on Genevieve Hayes Consulting and is written by Dr Genevieve Hayes.

This week we're resharing one of our more popular episodes. Enjoy! Traditional compliance has always relied on rules and red flags, but for Tobias Schweiger, there is a smarter way. Tobias is co-founder and CEO of Hawk, an AML and fraud prevention software provider, and he believes in bridging the gap between cautious, law-driven approaches and the power of AI. It's not about rewriting the rulebook, it's about transforming how we read it.Before founding Hawk, Tobias had leadership roles at the intersection of finance, technology, and strategy. Today, his focus is aimed sharply on using tech to innovate in heavily regulated industries. In this episode, Tobias and Hanjo dive into the struggle for banks caught between skyrocketing AML demands, and the need for operational efficiency, and how they can manage both. They also discuss some thorough but efficient approaches to false positive reduction, how to get clarity on true positives, and the reality of fighting Gen AI crime with Gen AI tools.About the Show:BCG on Compliance is a podcast from Boston Consulting Group that explores today's most pressing criminal trends and how compliance experts are adapting to counter those threats.As financial crimes become increasingly sophisticated, compliance can no longer be just a checkbox. It's emerged as a transformative force in every industry, reshaping practices in ethics, risk management, money laundering and cyber security. On BCG on Compliance, we dive deep into the extraordinary minds that are driving that change.Hosted by Hanjo Seibert, a leading expert in compliance, anti-financial crime and fraud, BCG on Compliance features interviews with heavy-hitters propelling compliance to the forefront of the industry. From crime prevention gurus to ethics champions, we'll ask provocative questions and bring you rich insights from the global players shaping the future of compliance, all in a dynamic and compact 20-minute episode.Whether you're a seasoned pro or new to the field, BCG on Compliance is your quick, comprehensive guide. Join us as we explore the profound ways compliance is altering industries around the globe. And connect with us at bcgoncompliance@bcg.comNew episodes are released every other week. Listen wherever you get your podcasts. You can also find us on BCG's YouTube Channel.Episode Links:Tobias Schweiger LinkedInHawk websiteHanjo Seibert LinkedInBCG LinkedInBCG website

Rebecca Homkes: Survive, Reset, Thrive Rebecca Homkes is a high-growth strategy specialist and CEO and executive advisor. She is a Lecturer at the London Business School, Faculty at Duke Corporate Executive Education, and Advisor and Faculty at the Boston Consulting Group focused on AI and Climate and Sustainability. She is the author of Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times*. Uncertainty seems to be more and more the norm. Sometimes, that leads an organization into survival mode. If that's where you are now, this conversation is the roadmap for what to do next. Key Points We default to the assumption that uncertainly is unequivocally bad. Executives are often overconfident in their ability to predict the future and get tied into patterns that reward following the plan. We tend to adopt the first explanation we hear that makes sense instead of examining our beliefs. Make good decisions even when you cannot make good predictions. Avoid attempting to predict the end state. Stop planning and start preparing. People are often most honest when in survival mode, opening opportunity for learning and growth. Ask these two questions: What could break us? What could make us? Resources Mentioned Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times* by Rebecca Homkes Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Make Better Decisions, with Annie Duke (episode 499) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) How to Handle High-Pressure Situations, with Dan Dworkis (episode 701) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

From law school to leading one of healthcare's most successful value-based care companies, Oak Street Health co-founder Mike Pykos shares the story of building, scaling, and ultimately selling his company to CVS for $11 billion.He reveals the challenges of scaling a new care model, the importance of focusing on outcomes over financials, and what it takes to transform American healthcare.We cover:

Unser heutiger Gast hat einen außergewöhnlichen Weg hinter sich, der Geisteswissenschaften, Wirtschaft und Kreativität auf einzigartige Weise verbindet. Nach seinem Studium der englischen Sprache und Literatur und einer Promotion im Bereich Medienwissenschaften hat er zunächst berufliche Erfahrungen in der Finanzwelt gesammelt – unter anderem bei der Dresdner Bank – bevor er bei der Boston Consulting Group landete. Dort war er in den Bereichen Strategie und Transformation und später dann im Marketing tätig. Doch dann folgte er seiner wahren Leidenschaft: dem Storytelling. Seit über 15 Jahren ist er als Bestsellerautor erfolgreich. Seine Thriller und Romane haben es mehrfach auf die Spiegel-Bestsellerliste geschafft. Doch nicht nur als Schriftsteller hat er sich einen Namen gemacht: Er verbindet heute seine frühere Wirtschaftserfahrung mit seiner Expertise im Erzählen von Geschichten und berät Unternehmen, wie sie Storytelling einsetzen können, um ihre Botschaften klarer, wirkungsvoller und nachhaltiger zu kommunizieren. Seit fast 8 Jahren beschäftigen wir uns mit der Frage, wie Arbeit den Menschen stärken kann – statt ihn zu schwächen. In über 470 Gesprächen haben wir mit fast 600 Menschen darüber gesprochen, wie sich unsere Arbeitswelt verändert und welche Ansätze und Ideen uns helfen können, diese Herausforderungen zu meistern. Was macht eine wirklich gute Story aus? Warum tun sich so viele Unternehmen so schwer, ihre eigene Geschichte überzeugend zu erzählen? Und warum ist Storytelling in der heutigen Arbeitswelt so entscheidend für Erfolg und Transformation? Fest steht: Für die Lösung der aktuellen Herausforderungen brauchen wir neue Ideen, Perspektiven und Herangehensweisen. Und daher suchen wir weiter nach Methoden, Vorbildern, Erfahrungen, Tools und Ideen, die uns dem Kern von New Work näher bringen. Ihr seid bei On the Way to New Work – heute mit Prof. Dr. Veit Etzold. [Hier](https://linktr.ee/onthewaytonewwork) findet ihr alle Links zum Podcast und unseren aktuellen Werbepartnern

Hvor forberedt og kampklare er demokratiene? Bruker vi pengene riktig når vi nå står i en sterk global opprustning. En ny rapport viser at mye må forbedres kraftig for å få et slagkraftig forsvar. En ny E24-podden fra München. Med Matt Schleuter, administrerende direktør og seniorpartner i Boston Consulting Group. Programleder Sindre Heyerdahl. Produsent Magne Antonsen. Ansvarlig redaktør Lars Håkon Grønning. Hør E24-podden der du hører podkast. Analyser, nyheter og innsikt i business og næringsliv.

From USAID to the FDA, Nathan Halberstadt reflects on his time at Boston Consulting Group and the DEI policies he helped impose on BCG's clients. Hosted on Acast. See acast.com/privacy for more information.

Today we had two stellar guests for a COBT discussion focused on Germany's significant upcoming election on February 23. We had the pleasure of hosting our good friend Dr. Lars Schernikau alongside Dr. Daniel Stelter. Lars is an energy economist, entrepreneur, commodity trader, strategic advisor, and the author of “The Unpopular Truth about Electricity and the Future of Energy.” We have known Lars for a few years now and reached out to him for advice on an expert voice on the German elections, economy and overall macro outlook. He recommended Daniel and we were thrilled to get them both to join us. Daniel is an acclaimed macroeconomist and strategy consultant and his background includes 20 plus years as Senior Partner and Executive Committee Member at Boston Consulting Group. More recently, he founded the think tank “Beyond The Obvious.” We were delighted to visit with Lars and Daniel. We covered a lot of territory in our conversation starting with asking Lars and Daniel for background on whether the upcoming election is likely to bring meaningful economic or policy reforms and probing its broader implications for Germany's economic trajectory. They shared their unfortunately low expectations for significant change, pointing to Germany's ongoing economic decline, which has been exacerbated by policy decisions during COVID, including heavy spending and regulatory shifts, and further strained by high energy prices, energy scarcity, and deindustrialization driven by the country's aggressive transition to renewables and more recent closure of their nuclear plants. We explore Germany's debt-to-GDP ratio as a strategic advantage, though constrained by debt brake laws, potential reforms to reallocate funds from subsidies and social programs toward more productive investments, hidden liabilities that significantly increase Germany's actual debt burden, European debt dynamics, the Euro, and speculation on whether the U.S. will prioritize strengthening Germany's economic resilience or focus on attracting German industries to America for lower energy costs. We touch on potential future scenarios, including the possibility for Germany to delay coal plant closures or access domestic gas reserves, the U.S.'s vested interest in supporting Germany and the EU to maintain geopolitical stability, and the increasing political polarization in Germany. We also discuss how China's long-term strategic planning in EVs, batteries, and raw materials has outpaced European efforts, the strategic implications of sanctioning Russia, and much more. It was a candid look at the challenges and opportunities facing Germany and Europe and we can't thank Lars and Daniel enough for sharing their time and thoughts with us. Mike Bradley started us off by highlighting that broader equity markets seem to be focused solely on Trump-Trump-Trump policies, whether that be recent talks between Russia/U.S. on a Ukrainian peace deal or reciprocal tariff threats. He noted that there's little in the way of market moving economic data this week which might allow broader equity markets to continue gravitating higher. Meta's stock price has been up twenty consecutive trading days (an equity market record) and NVIDIA will be reporting quarterly results next week, which could create a lot of volatility and set the tone for the Technology sector in the coming weeks. On the crude oil front, he discussed rumors that OPEC might look to delay oil production increases (120kbpd) that were scheduled for April. The recent pullback in crude oil price also seems to be grounded in optimism for a breakthrough in the Ukrainian war. On the natural gas front, European natural gas price is trading at ~$15/MMBtu, down ~$2/MMBtu over the last few weeks, on optimism the EU will allow a more flexible gas storage refill this year. European gas storage levels are 44% full versus the 5-year average of 54% full, which provides a bit of a gas price floor heading into summer. He w

Barbara Wixom, principal research scientist at MIT's Center for Information Systems Research (CISR), draws on 30 years of research in this bonus episode of the Me, Myself, and AI podcast. She believes data monetization is the key to enterprise success with AI and breaks down why. With hosts Sam Ransbotham and Shervin Khodabandeh, Barb details case examples to highlight best practices for AI implementation and how to measure value, as well as how data governance and ethics play a critical role in successful AI projects. They also talk about what companies get wrong and the challenges and rewards of AI research. Read the episode transcript here. Guest bio: Barbara Wixom is a principal research scientist at the MIT Center for Information Systems Research (CISR). Her academic research explores how organizations generate business value from data assets. She is the author of the award-winning book, Data Is Everybody's Business: The Fundamentals of Data Monetization, which she wrote to inspire workers to engage in data monetization. Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the coordinating producers are Allison Ryder and Alanna Hooper. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders or by following Me, Myself, and AI on LinkedIn. We encourage you to rate and review our show. Your comments may be used in Me, Myself, and AI materials.

In today's business world, uncertainty is no longer the exception—it's the rule. The speed of technological advancements, shifting workforce dynamics, and ever-changing market conditions demand that organizations become more agile than ever before. But here's the challenge: Traditional workplace learning simply can't keep up. The way companies have trained employees for decades—through structured courses, one-size-fits-all programs, and annual training sessions—no longer matches the pace of real-world change. That's where AI-augmented learning comes in. In this episode, Dr. Bray dives deep into new research from MIT Sloan Management Review and Boston Consulting Group, which reveals that companies integrating AI into their learning processes—what the study calls Augmented Learners—are significantly better at navigating disruption. These organizations are 1.6 times more prepared to handle workforce, technological, and market shifts compared to companies that still rely on traditional learning models. But what does that mean in practice? It means companies that harness AI for learning can identify skill gaps before they become problems, provide employees with real-time knowledge on demand, and create adaptable teams that thrive in uncertainty. Imagine a workplace where learning happens in the moment—not after the fact. Instead of waiting for a scheduled training session, employees can access AI-driven coaching tailored to their roles, helping them solve challenges in real time. AI can analyze market trends and predict which skills will be needed in the future, giving companies a strategic advantage in workforce development. Even better, AI-powered tools ensure that when employees leave, their institutional knowledge doesn't walk out the door with them. In an era of high turnover and talent shortages, this capability is a game-changer for HR, leadership development, and long-term business strategy. This shift isn't just theoretical. Companies like Estée Lauder are already using AI to track real-time consumer trends, allowing them to pivot their strategies instantly and maintain a competitive edge. Leaders in change management and HR are leveraging AI to personalize learning pathways for employees, making professional development more effective and engaging. For executives and strategists, AI is breaking down knowledge silos and enabling better decision-making through smarter insights. The bottom line? AI-driven learning isn't just a nice-to-have—it's quickly becoming the deciding factor between companies that thrive and those that fall behind. If you're in HR, business strategy, innovation, or change management, this episode is a must-listen. AI is no longer just about automation—it's about enhancing human learning and decision-making at every level. Tune in now to discover how AI-powered learning is shaping the future of work—and what your organization needs to do to stay ahead. QUOTES BY DR. BRAY "The ability to learn faster and smarter, both as an individual and as an organization, is what separates businesses that thrive from those that struggle." "Speed equals survival.” "Adaptability and continuous learning are the new currency of success in a rapidly evolving world."  

About Jonas Bordo Jonas Bordo is the CEO and Co-Founder of Dwellsy, the free residential rental marketplace that makes it easy to find hard-to-find rentals. Prior to co-founding Dwellsy, Jonas was a senior executive at several leading real estate firms including Essex Property Trust and Bentall GreenOak and was with the Boston Consulting Group after graduating with his MBA from the University of Chicago Booth School of Business.  Jonas has had the good fortune to build, re-build and lead amazing teams across the multifamily and commercial real estate operational and strategic spectrum, manage large P&Ls, deliver big profit increases, orchestrate the sale of several businesses, develop a strategic plan for one of the world's leading symphony orchestras, implement a Toyota production system and create more than 40 brands. He is husband to Rosalind and father to Bailey, Zach and Thea, an avid hiker, a lifelong learner and a maker of things, sometimes out of wood. About Dwellsy Dwellsy is a comprehensive residential home rentals marketplace based on the radical concept that true, organic search in a free eco-system creates more value than the pay-to-play model embraced by all of the current rental listing services. Indeed, while barely more than a year old, Dwellsy has more residential rental listings than any of the major listing sites—as well as the most diverse set of listings—including both affordable and higher-end properties. Dwellsy's entirely different approach to residential rental listings focuses on presenting houses and apartments based on features renters need and want — not based on how much landlords pay to show their listings. Dwellsy investors include Blackhorn Ventures, Anne Wojcicki, Stanford Professors, and a number of residential real estate industry insiders. Jonas and the Dwellsy team have also recently launched their own podcast, Rent Matters, available wherever you listen to podcasts!

Trey Devey is the President of the world famous Interlochen Center For The Arts. Based in Michigan, Interlochen has been a global destination and retreat for artists and fans for nearly a century. The complex includes a camp, an academy and a public radio station. He previously was the President of the Cincinnati, Syracuse, Alabama and Florida symphony orchestras, and before that was with the Boston Consulting Group. My featured song is my recent single “The Gift”, my recent single and collaboration with Grammy winning arranger Michael Abene. Spotify link. ---------------------------------------------The Follow Your Dream Podcast:Top 1% of all podcasts with Listeners in 200 countries!For more information and other episodes of the podcast click here. To subscribe to the podcast click here .To subscribe to our weekly Follow Your Dream Podcast email click here.To Rate and Review the podcast click here.“Dream With Robert”. Click here.—----------------------------------------ROBERT'S SINGLES:“THE RICH ONES ALL STARS” is Robert's latest single featuring the following 8 World Class musicians: Billy Cobham (Drums), Randy Brecker (Flugelhorn), John Helliwell (Sax), Pat Coil (Piano), Peter Tiehuis (Guitar), Antonio Farao (Keys), Elliott Randall (Guitar) and David Amram (Pennywhistle).Click HERE for the Official VideoClick HERE for All Links—----------------------------------------“SOSTICE” is Robert's single with a rockin' Old School vibe. Called “Stunning!”, “A Gem!”, “Magnificent!” and “5 Stars!”.Click HERE for all links.—---------------------------------“THE GIFT” is Robert's ballad arranged by Grammy winning arranger Michael Abene and turned into a horn-driven Samba. Praised by David Amram, John Helliwell, Joe La Barbera, Tony Carey, Fay Claassen, Antonio Farao, Danny Gottlieb and Leslie Mandoki.Click HERE for all links.—-------------------------------------“LOU'S BLUES”. Robert's Jazz Fusion “Tone Poem”. Called “Fantastic! Great playing and production!” (Mark Egan - Pat Metheny Group/Elements) and “Digging it!” (Peter Erskine - Weather Report)!Click HERE for all links.—----------------------------------------“THE RICH ONES”. Robert's sublime, atmospheric Jazz Fusion tune. Featuring guest artist Randy Brecker (Blood Sweat & Tears) on flugelhorn. Click HERE for all links.—---------------------------------------Audio production:Jimmy RavenscroftKymera Films Connect with the Follow Your Dream Podcast:Website - www.followyourdreampodcast.comEmail Robert - robert@followyourdreampodcast.com Follow Robert's band, Project Grand Slam, and his music:Website - www.projectgrandslam.comYouTubeSpotify MusicApple MusicEmail - pgs@projectgrandslam.com

Welcome to Strategy Skills episode 345, an interview with the Chairman of the BCG Henderson Institute, BCG's think tank for new ideas in management and strategy. Martin has authored numerous books, including Your Strategy Needs a Strategy and The Imagination Machine, a handbook about how to systematically harness imagination to generate new ideas and transform businesses.   Get Martin's book here: https://rb.gy/qmifgx The Imagination Machine: How to Spark New Ideas and Create Your Company's Future.    Here are some free gifts for you: Overall Approach Used in Well-Managed Strategy Studies free download: www.firmsconsulting.com/OverallApproach   McKinsey & BCG winning resume free download: www.firmsconsulting.com/resumepdf   Enjoying this episode? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo    

Jeff Miller moved from a career in government to focus on the health and safety of NFL players. Due to the nature of their sport, they are more prone to injuries, including concussions, than other professional athletes. By leveraging the game's unique elements, such as the volume of cameras filming on-field activities, the NFL can gather large data sets to track injuries, and then segment their likelihood of occurrence by position and design equipment and update game rules to minimize them. Jeff joins us to describe how the NFL has partnered with tech companies, including Amazon Web Services (AWS), to expand its technology fluency and implement these solutions. Listen to today's episode to learn about specific equipment the NFL has produced and rule changes it has implemented to better track and protect its players, as well as one element of the game Jeff believes technology cannot replace. Read the episode transcript here. Guest bio Jeff Miller is the National Football League's executive vice president overseeing player health and safety. He is also the NFL's executive vice president of communications, public affairs, and policy. During his tenure, the league has used data, artificial intelligence, and engineering to improve protective equipment, make rule changes, and support independent medical research related to players' wellness and the rate of concussions. Before joining the league, Miller spent a decade on Capitol Hill as chief counsel and staff director for the Antitrust and Business Competition Subcommittee of the U.S. Senate Judiciary Committee. He earned his Juris Doctor from the University of Chicago Law School and his bachelor's degree from the University of Pennsylvania.   Me, Myself, and AI is a collaborative podcast from MIT Sloan Management Review and Boston Consulting Group and is hosted by Sam Ransbotham and Shervin Khodabandeh. Our engineer is David Lishansky, and the coordinating producers are Allison Ryder and Alanna Hooper. Stay in touch with us by joining our LinkedIn group, AI for Leaders at mitsmr.com/AIforLeaders or by following Me, Myself, and AI on LinkedIn. We encourage you to rate and review our show. Your comments may be used in Me, Myself, and AI materials.

Send us a textArtificial intelligence is destined to play a big role in the pharmaceutical industry in 2025.With this rapid growth, what specific changes can we expect in patient support and pharmaceutical marketing?And how will that impact healthcare costs and patient experience?In this episode of the HealthBiz Podcast, guest William Grambley, CEO of AllazoHealth, discusses how artificial intelligence and patient-level data can lower operating costs, improve medication adherence, and create tailored solutions for patients at every stage of their journey.TOPICS(0:23) Intro(1:02) Background on William Grambley(2:34) How Naval Service Shaped William Grambley(3:23) The Role of Experience and Work History(6:38) What Brought William to AllazoHealth(9:05) Understanding Compliance, Persistence, and Adherence(10:36) Examining Low Levels of Adherence(12:28) How Issues with Medication Adherence Have Changed Over Time(15:00) Distinguishing Between Adherence and Therapy Initiation(17:32) The Importance of Personalization(20:35) The Future of Pharma and AI in 2025(25:02) Dynamic Change and Personalization(27:36) GLP-1s and Adherence(30:30) Book Recommendations from William Grambley

HeHe welcomes Zhenya Lindgardt, President and CEO of Sera Prognostics, to discuss the critical issue of preterm birth, its rising incidence in the U.S., and innovative solutions available today. Zhenya explains the definition and statistics of preterm birth, and introduces the Preterm test, a blood test that predicts the risk of preterm birth as early as 18 weeks of gestation. The conversation also covers the effectiveness of Sera Prognostics' intervention bundles, improvements in pregnancy care, and the importance of innovation in maternal health. Listeners will learn about the accessibility and process of the Preterm test and the overall goal of making this technology widely available to improve maternal and neonatal outcomes.   Understanding Preterm Birth Advancements in Preterm Birth Testing Interventions for High-Risk Pregnancies Clinical Trials and Results At-Home Testing and Accessibility Innovation in Maternal Health Guest Bio: Zhenya Lindgardt is an accomplished leader in healthcare innovation, currently serving as the President, CEO, and Board Director of Sera Prognostics, Inc. and CEO of The Commons Project Foundation. As the leader of Sera, Zhenya is revolutionizing the maternal and infant health space by addressing the preterm birth crisis with cutting-edge science. With a rich background including senior roles at Uber Technologies and a 19-year tenure at Boston Consulting Group, she has demonstrated expertise in driving growth and fostering innovation. Her contributions span multiple therapeutic areas and focus on leveraging data to improve patient outcomes and reduce healthcare costs. INSTAGRAM: Connect with HeHe on IG  Connect with HeHe on YouTube   https://www.facebook.com/serapregnancy https://www.instagram.com/serathepregnancycompany?igsh=NTc4MTIwNjQ2YQ== https://www.linkedin.com/company/sera-prognostics BIRTH EDUCATION: Join The Birth Lounge here for judgment-free childbirth education that prepares you for an informed birth and how to confidently navigate hospital policy to have a trauma-free labor experience!   Download The Birth Lounge App for birth & postpartum prep delivered straight to your phone!   LINKS MENTIONED: Websites: Sera | The Pregnancy Company PreTRM® Premature Birth Risk Blood Test from Sera March of Dimes Report Card CDC NYU article about racial disparities in pre-term birth rates What is causing the rise in pre-term birth?   Diagnostics: AVERT Trial Press Release: Sera PreTRM® Test Prevention Strategy Demonstrates 18% Reduction in Severe Neonatal Morbidity and Mortality in Newly Published AVERT Trial | Sera   AVERT Trial Data: https://www.mdpi.com/2075-4418/14/14/1462