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AI, Machine Learning, and Robotics Are Fundamentally Changing Healthcare, Says Johnson & Johnson CEO

AI, machine learning, and robotics are fundamentally changing healthcare, says Johnson & Johnson CEO Alex Gorsky. “One of the most exciting parts of my job right now is to see the technology that’s usually equated with California and the West Coast,” said Gorsky. “Whether it’s AI, machine learning or robotics, you’re seeing it more and more being integrated into healthcare.”

Alex Gorsky, Johnson & Johnson CEO, discusses the reinvention of healthcare via technological innovation in an interview on CNBC’s Mad Money:

AI, Machine Learning, Robotics Integrated Into Healthcare

One of the most exciting parts of my job right now is to see the technology that’s usually equated with California and the West Coast. Whether it’s AI, machine learning or robotics, you’re seeing it more and more being integrated into healthcare. With this remarkable partnership that we have now with Apple where we’re taking this technology built into the iWatch to help detect things like atrial fibrillation or when you get a heart fluttering earlier. We know that there are over 35 million people around the world that suffer from this condition.

If we can detect that earlier we can get them to write medication and we can help them be compliant on these medications over a longer period of time. Ultimately we’re going to save lives. I think it really shows how some of this new technology is coming to healthcare in new, innovative, and unique ways. We couldn’t have even imagined this just a few years ago. We’re talking about algorithms that are built into the watch that are monitoring health in real-time. It can detect these anomalies far before something really manifests itself that the patient’s going to recognize in the terms of symptoms.

Robotics Technology Fundamentally Changing Healthcare

Auris (recently acquired) is another great example of how this technology is fundamentally changing the way we’re thinking about healthcare. Today, less than five percent of surgeries are done with a robot or digitally. In the future, we think that’s going to be significantly greater. What we’re so excited about is just as technology has changed the way that we drive a car, where you pull up your map system or you see that light go on if you start to change lanes, think about that in surgery.

Robotics Technology via Auris is Fundamentally Changing Healthcare

Suddenly, a surgeon can go in preoperatively, utilized imaging to help him or her really navigate their way specifically to the lesion, and they can actually get guidance. We know that’s going to lead to better precision, better outcomes for the patient, and better value overall for the healthcare system.

Healthcare Being Reinvented by Technology

Think of it, for example, with our Auris Monarch Platform which is used for something called bronchoscopy. Now, if you happen to have a lesion or a tumor at a very far out section in your lung, they, of course, would have to go in through minimally invasive surgery to do a biopsy to better diagnose what you have. Imagine we take a tree and turn it upside down and that tree is your lung. We can run this wire down through the system, way out to the outer ends of the leaf. Think of it almost like the acorn.

Once we get there we can do a biopsy or we can use imaging in the future to actually determine what kind of a cancer it is, or we could deliver a therapeutic, perhaps a new kind of immuno-oncology agent to that specific lesion, or we could go ahead and cut it out. Those are the kinds of things are being made possible by this new technology at a company like Auris.

AI, Machine Learning, and Robotics Are Fundamentally Changing Healthcare

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We Are Definitely Under a Digital Transformation at Chipotle, Says CEO

We are definitely under a digital transformation at Chipotle, says Chipotle CEO Brian Niccol. Chipotle is in the midst of a digital and innovation revolution that is starting to see results. “Our digital business is up dramatically and the good news it’s also incremental so the total business is up,” said Niccol. “You have to have innovation happening all the time.”

Brian Niccol, CEO of Chipotle, discusses their digital transformation and new innovation culture in an interview on CNN Business:

We Are Definitely Under a Digital Transformation

Our digital business is up dramatically and the good news it’s also incremental so the total business is up. We are definitely under a digital transformation at Chipotle. We are creating access through all these mobile applications and then obviously the website. But the big transformation is actually digitizing the restaurant. We have a second line where we now have put up all the digital capability there.

When you order in the app it doesn’t interact with the front line where consumers coming into the restaurant are. It has just increased the speed, increased the accuracy, and it’s also increased the opportunity for additional forms of access. Whether it’s delivery or our new Chipotlane we are testing where people can literally just drive up, grab their food and go. We are just going to give people more ways to interact with Chipotle with a lot less friction.

Innovative Chipotlane Speeds Digital Pickup

Chipotlane is just taking your off-premise order and giving you access where you don’t have to get out of your car. This is literally where you order ahead in the app, you select your pickup time, and when you get to our restaurant you will see your name on a board and you can come around and pick it up.

We’ve got it in ten restaurants right now and it’s going really well. Every restaurant already has the second make line, so we are just putting in the digital capability. The other key piece of the puzzle is that when you walk into the restaurant there’s a place for you to pick up your digital orders. Whether it’s the deliver driver coming in to grab the food and go or whether it’s a customer coming in.

You Have to Have Innovation Happening All the Time

Consumer expectations are changing faster than ever. When you look at one of our key groups that loves Chipotle is this 18-25 year old crowd. Their attention spans are built from social media. That’s why I think it’s important to show up in the places where they are consuming media. We’ve really revolutionized the way Chipotle has communicated through our social, mobile, and digital channels. You have to have innovation happening all the time.

It could be little things that show up in social or it could be big things like we are working on doing a new quesadilla or the new advertising that’s coming out or new restaurant designs. You see innovation at big levels but we are trying to create a culture at Chipotle where we want creativity and innovation to be happening all the time. Then we need to be accountable for what this innovation teaches us, the good and the bad.

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Tesla is Not Really a Luxury Car, Says Lucid Motors CTO

Electric car startup Lucid Motors CTO says that their core competitor is an S-Class Mercedes, not a Model S Tesla. “We differ in that we are truly a luxury brand,” says Peter Rawlinson, Chief Technology Officer of Lucid Motors. “If you look at Tesla they’re high-tech, they’re beautifully engineered, they’re very disruptive, and they’re premium price, but you only have to get inside a Tesla to recognize it’s not a really a luxury car. It’s a premium car but not true luxury.”

Peter Rawlinson, Chief Technology Officer of Lucid Motors Inc., discussed comparisons with Tesla, Saudi Arabia funding, and rumors of a Ford acquisition in an interview on CNBC:

Tesla is Not Really a Luxury Car

We’re on track and the start of production is slated for the end of next year in 2020. We’ll have a range of prices. The initial batch of cars that we sell will be highly specified so therefore they’ll average over a $ 100,000. But we’ll make progressively more affordable versions of the car available as we ramp up production. Our car is operating in a different sector of the market. It’s truly a luxurious car so we’re really you need to compare us with a Mercedes-Benz S-Class, not something like a C-Class Mercedes.

An S-Class Mercedes is our core competitor, but a Model S Tesla would be a comparative electric model. But we differ in that we are truly a luxury brand. If you look at Tesla they’re high-tech, they’re beautifully engineered, they’re very disruptive, and they’re premium price, but you only have to get inside a Tesla to recognize it’s not a really a luxury car. It’s a premium car but not true luxury.

We start in production in Casa Grande, Arizona in late 2020 and we gradually ramp up production throughout 2021 and 2022. We’ll ramp production up from just a few cars to 50,000 units a year within two or three years. New cars will hit the road very early 2021.

Saudi Arabia is a Strong Strategic Partner

We’re delighted to have the public investment fund of Saudi Arabia as strategic investors in Lucid Motors. They’ve invested in the management team in the vision for the product, and in the technology that we have at Lucid. All our powertrain is designed and created in-house. It’s world-class technology and that’s what attracted them to us. They’re a great partner because in return we can work with them in enabling their vision to transition the economy of Saudi Arabia away from one which is heavily dependent upon fossil fuels. Moreover, together, we can create hundreds of high-tech jobs both in the state of California and in Arizona.

I really can’t speak for what moves they’ve made with Tesla. I can only speak for the relationship with Lucid and we’re very strong strategic partners. There’s a spiritual alignment. We both are very committed to really transition towards a more sustainable mobility model. We believe that the way to do that is first to make the very best car in the world, make it in the US, create a premium or luxury brand which is Lucid, and make that a global player. As a consequence, progressively make other models, other cars, which are progressively more affordable and then more people can benefit and we can actually have a meaningful impact on the environment and the impact that can have on global warming.

Moving the Way That Mankind is Mobilized

The key story is that we have an alignment, a partnership, to do something which is very meaningful and very good for many people, for this generation and for future generations, in moving the world of mobility, the way that mankind is mobilized, to a more sustainable model. I really believe that is our focus, that is my passion, and it’s something that we can do in partnership. The public investment fund of Saudi Arabia is enabling us to exercise that vision.

We believe that with the partnership that we’ve gotten, the strength of that partnership, and the future we have with a ten-year plan, Lucid can be hugely valuable we’re not contemplating a sale (to Ford or others). What we would contemplate is potential partnerships in technology. We think we have world-class technology that all the world could benefit from. A lot of the incumbents, OE’s, the traditional automakers, haven’t got the technology that we’ve developed. I think they could benefit from that. So I think that model would work, but a sale no.

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Digitizing Unilever is One of My Top Priorities, Says CEO

“Digitizing Unilever is one of my top priorities,” says Unilever’s new CEO Alan Jope. “How we digitize marketing. How we digitize working with our customers. Digitizing our supply chain. Digitizing our people processes. You are going to see a strong digital emphasis in my agenda for Unilever.”

Alan Jope, CEO of Unilever, discussed Unilever’s growth in Asian markets and his priority to digitize the company in an interview on Bloomberg Markets and Finance this morning:

Digitizing Unilever is One of My Top Priorities

In China, all of our ecommerce partners are very important to us. That’s where a lot of the growth is. That’s because that’s where consumers are choosing to shop. That integration between ecommerce, search, social, and other digital platforms is also happening in the west. Digitizing Unilever is one of my top priorities. How we digitize marketing. How we digitize working with our customers. Digitizing our supply chain. Digitizing our people processes.

You are going to see a strong digital emphasis in my agenda for Unilever. We are hiring people with good digital skills like crazy at the moment. We are bringing in digital natives and at the same time reskilling the Unilever team.

China Has Become a Stable Part of Our Business

China is a special place for me, I lived there for five years quite recently. I’m delighted to share that China has become a stable part of our business actually. We are seeing good growth year in and year out. Consumers are engaging with the type of brands we are selling and increasingly we are developing products in China for the Chinese market. In amongst all that volatility, it seems like the consumer products segment is one of the stable parts of the Chinese economy.

We have a tremendous global footprint. We are very globally diversified. We are used to dealing with geopolitical shocks and movements. At the moment that is certainly not a significant impact on our business. We are seeing overall Asia doing very well. In particular Central Asia. The markets in India, Pakistan, and Bangladesh are really doing extremely well. As I mentioned China has been a stable source of growth. Also, that important part of the world where people are really moving into the consumer products markets Southeast Asia. We are starting to see a recovery led by our big business in Indonesia.

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Cloud Taking Over the World, Says Okta CEO

Cloud is just getting started says Okta CEO, Todd McKinnon. He says that everyone talks about the how cloud has come of age, but it’s really at only 20 percent of $ 1 trillion in IT spend. “We’re still in the early days of cloud adoption,” says McKinnon. “We’re very excited about the runway ahead and the value we can provide, in that context of really… cloud taking over the world.”

Todd McKinnon, CEO & Co-Founder of Okta, recently talked to Jim Cramer on CNBC about the massive future still ahead for cloud computing and Okta:

We’re the Plumbing, We’re the Infrastructure

We’re changing their world. We’re making it incredibly easy for them to connect to all their technology. Whether they’re logging into their business applications at work or they’re a customer of one of our customers, logging into a website, making their customer experience more enjoyable and more secure. They’re big fans of Okta.

We help our customers both directly, where their end users can see what we do in some cases. But in many cases, we’re behind the scenes, we’re the plumbing, we’re the infrastructure, that’s making their technology secure and making the end user experience super enjoyable. We’re happy to place to play both roles because at the end of the day it’s about making customers successful with any technology they want to use. Whatever they choose to use we will fit in with it and will make their lives productive.

Cloud is Taking Over the World

This is our ten-year anniversary. We’re incredibly excited about ten years. and during those 10 years, we’ve benefited from several trends that are really lifting us to these new heights. The main one is cloud computing. Cloud has progressed tremendously over the last ten years, but the most exciting thing is it’s really just getting started.

If you look at the overall IT spending market, it’s over a trillion dollars of IT spend. Everyone talks about the how cloud they think the cloud has come of age, but it’s still only 20 percent of that. It’s about $ 200 billion. We’re still in the early days of cloud adoption. We’re very excited about the runway ahead and the value we can provide in that context of really… cloud taking over the world.

Adobe Has Done Something Amazing

We help Adobe in a couple of really important ways. They’ve been a longtime customer of ours. The first way is that we help their business customers connect into the Creative Cloud. The second way we help them is we help their 20,000 employees connect into all the applications they need to do their job at Adobe.

Adobe is an interesting story, not just because it’s an Okta customer, but they’ve done something very amazing. They’ve transitioned their business from a package software business to a cloud business. You’ve seen the results in their business and in their strategic position in the market. We were lucky enough to play a helping role as we helped that login securely to that new Creative Cloud product they’ve had in the market for the last four or five years.

We Are Focused on What Customers Need

We help enterprises get rid of those passwords. Our customers that use Okta for their employees, they have one single login credential that takes them into all their applications. It greatly simplifies the end-user experience and as a result, makes it way more secure and way more productive.  At the end of the day, it’s about how productive you can make your people and how great you can make the experience and how attractive you are as an employer and the kind of people you can attract.

There are companies that have similar solutions. We at Okta are trying to be focused on what our customers need and not get too caught up in a platform player that’s trying to do what we’re doing or a niche upstart that’s trying to copy some of our features. We are really focused on what do the customers need? Do they need help connecting to their customers? Do they need help with certain kinds of security architectures that are emerging as they move to more of a cloud central model?

From the beginning of the company over the last ten years, we’ve been incredibly customer-centric, listening to what customers needed and having that be our North Star. That’s worked incredibly well. It’s not a coincidence (that I sound like Marc Benioff). I worked at Salesforce for six years. I basically learned the ropes of cloud computing from Marc and the entire team at Salesforce. So it’s not it’s not a shock that there are a lot of similarities there.

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The Moral of the Story is That Netflix Shifted Our Habits, Says Patrick Bet-David

Blockbuster was an $ 8.4 billion company that was taken down by a startup called Netflix that successfully shifted the habits of consumers. Blockbuster thought that people wanted the experience of picking out physical DVD’s and would not want to just download a movie. They were wrong and today Blockbuster is out of business and Netflix is valued at $ 147 million.

Patrick Bet-David, successful startup entrepreneur, CEO of PHP Agency, Inc., emerging author and Creator of Valuetainment on Youtube, talks about Shifting Habits:

Shifting Habits

I want to tell you a story about a company that’s going to be a love story for some, a horror story for a few, a fantasy type of story for others, and then obviously a money-making story for the people that were involved. But before I tell you the story about this company I want you to be thinking about two words; shifting habits. I’ll come back to those two words in a minute.

Let me tell you this story about this company. It’s 1984, a company gets started, it has got a yellow and a blue logo and it’s called Blockbuster. Blockbuster is a great story. You’d go to Blockbuster with your girlfriend or your husband or your wife and say, “Do you want to go to the horror section?” “Oh no, maybe comedy. I’m almost certain this movie’s not going to be available.”

Blockbuster: Nobody Wants to Download Movies

That’s 1984, the year got started. Blockbuster after only nine years was worth $ 8.4 billion in 1993. By 1997, a company got started called Netflix and it’s only worth $ 50 million dollars three years later. At one point Blockbuster could have bought Netflix for $ 50 million. But they said, “I just don’t think that’s the direction the consumer is going. I don’t think they’re going to shift their habits to this area because people like the experience of coming to Blockbuster and actually seeing the DVDs they pick up. Nobody wants to just download the movies. It’s not going to be taking place. People are smarter than that,”

Well, 149 million users worldwide disagreed with them. Netflix went from being a $ 50 million company in 2002 to today it’s a $ 147 billion company. By the way, Blockbuster on September 23rd, 2010, went out of business. They filed bankruptcy for $ 930 million and they’re gone. What’s the moral the story? Netflix since Christmas their stock is up 50 percent. Just in 2019, in the first 19 days of the year, Netflix is up 35 percent.

The Moral of the Story is That Netflix Shifted Our Habits

Netflix is up. That’s a love story for some, a horror story for a few, a fantasy type of story for others, and an obviously money-making story for those of us that were involved. Now having said that, what do you mean by shifting habits? So many people want to be innovators and shift their industry. I want to be in there, but I want to be disrupting my industry.

Bezos shifted our habits and we stopped going to bookstores to buy books. He said I’m going to shift your habit of the way you buy books. That’s why Walmart is afraid of Amazon. Instagram shifted our habits of the way we looked at albums. When’s the last time you bought an album? The list goes on. Wikipedia put encyclopedia companies out of business. How many times have you gone to Wikipedia to find out about different things? All the time. The moral of the story is that Netflix shifted our habits.

Disney is about to come out with Disney Flicks or whatever they want to call it. I know one of the Disney executives said, “We’re not really trying to compete with Netflix. We like Netflix. I use Netflix. We are just going to put out our Marvel products and Star Wars products and all this other stuff.” But Netflix becomes the one that led the way.

No one even thinks about Red Box anymore because Red Box at first made sense. By the way, if you say I still use Red Box, you’re probably over 40 years old. I’m not trying to offend you, but if you still use Red Box you’re over 40. You go to Kroger or Ralph’s to get your movies.

Start Thinking About Shifting Habits

Stop trying to come up with a great idea. Starts thinking about shifting habits. Not Seven Habits of Highly Effective People. Shifting habits. How do people buy your product? How can you shift that habit? How do people buy the product from you? How can you shift that habit? Those who can become the Bezos, become the Zucks, become whatever you want to call it of their industry because they shifted someone’s habit.

That’s all you got to be looking at. Not all this other crazy fancy stuff. So by the way, well Facebook ever be put out of business? Yes, by somebody who shifts our habit. Zuck says, “There’s no way in the world that’s the direction people are going to go to.” The will go that direction. That could also happen to Amazon and other companies as long as a new innovator is able to shift our habit.

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Customers Rapidly Deserting Malls for Ecommerce, Says Former Toys ‘R’ Us CEO

Nordstrom is the class act of the department store segment and doing everything right says Former Toys ‘R’ Us CEO, Gerald Storch. Unfortunately, that is not enough according to Storch because customers are deserting malls for ecommerce.

He predicts that only top-tier malls will survive and even those will have to adapt to attract millennials. For Nordstrom and other department stores to survive and thrive they will have to quickly need to learn how to make money on the internet.

Gerald Storch, former CEO of Toys ‘R’ Us and CEO of Storch Advisors, discusses the death of most malls and the need for department stores like Nordstrom to do better at making money on the internet on Fox Business:

Nordstrom “Doing Everything Right” But It’s Not Enough

Nordstrom is the class act of the department store segment. They are doing everything right. Everything people say they should be doing but it’s not enough. Their stores are in great condition. They invest in their stores, they’re beautiful. They invest in their people, their service is the best in the industry. You love going to Nordstrom.

They have great internet and have invested in their ecommerce sites. They have great data management and customer relationship management skills. They have great style, their merchandise is pretty good.

Customers Rapidly Deserting Malls for Ecommerce

But it’s not enough. There is a hole in the bottom of the boat and the water is pouring in and they can’t bail fast enough. That hole is that customers are deserting the malls and they are going to mass merchants off the malls and of course to ecommerce.

I don’t think it is the demise of the department store. I think the all-channel model will still succeed. But in order to be profitable, a department store like Nordstrom needs to learn how to make more money on the internet. You can’t just say do all the things in the bricks and mortar store, make them more experiential, etc. They’ve been doing that and it’s not enough.

You can see that in their results. Their high-end stores were up in sales only three-tenths of one percent over the holiday period. That includes their ecommerce which was up 18 percent. You don’t have to know a lot of algebra to know that their physical bricks and mortar stores were sharply negative during this season.

You need to embrace the inevitable. You can’t just build a sort of fancier stagecoach in order to prevent the advent of the automobile. You have to build a profitable ecommerce site. That requires redoing their business system in order to be profitable online.

Only the Best Malls Remain Viable Enough to Transform

We talk about ‘A Malls’, ‘B Malls’, and ‘C Malls’. The ‘C Malls’ are gone. They will become doctors offices, insurance offices, places to get your nails filed, that kind of a thing. They’re done. Forget about them.

The ‘B Malls’ are a mixed bag. Some of them will be fantastic mixed-used developments. They need to be repurposed. You can’t keep them the way they are. That’s for sure. You saw Google putting office space in there. I think you will see a lot of residential, apartment buildings along with streetscapes in those kinds of malls.

The ‘A Malls’ are still viable and they will be. They’re putting in great restaurants, theaters, entertainment, and successful concepts which attract young people, millennials, who have not really been going to the mall.

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BrainQ Developed Unique AI-Powered Brain-Computer Medical Device, Says CEO

Working with the Google Developers Launchpad, BrainQ has developed a unique AI-powered brain-computer medical device, says their CEO, Yotam Drechsler. “It takes patients’ brainwaves as an input with a set of metadata and runs machine learning algorithms in the cloud and translates them into a tailored electromagnetic treatment aimed at facilitating their central nerve system recovery process,” says Drechsler.

Yotam Drechsler, CEO of BrainQ, discussed the companies unique AI-powered technology in a video for Google Developers Launchpad:

AI-Based Medical Device to Treat Neural Disorders

BrainQ is developing an AI-based medical device aimed at getting powerless people following neural disorders, like stroke or spinal cord injury, back on their feet. Every single year, hundreds of millions of people around the world suffer from neural disorders. Stroke alone accounts for 15 million people every single year. And the entire neural disorders cost to the US economy is $ 1.5 trillion every single year.

My grandfather had a stroke several years ago. From being the center of the family, all of a sudden, he became paralyzed in half of his body. That means he can longer do simple things like grabbing a glass of water or dressing alone. That’s the reality for many people out there.

Using AI to Model Physical Therapy

The common treatment is what’s called physical therapy. It’s essentially exercising the hand or the leg back and forth. What BrainQ essentially does is modeling physical therapy and applying it directly to the brain. In a sense, we ask what happens for a patient or for a healthy person when he does a hand movement, like reaching his hand to grab a glass of water.

We are getting a lot of people to do these kinds of movements and then we learn the patterns. We take these patterns that we have learned and identified and reapply it back to him as a personalized treatment.

Developed Unique Brain-Computer Medical Device

We have developed a unique brain-computer interface-based medical device. It takes patients’ brainwaves as an input with a set of metadata and runs machine learning algorithms in the cloud and translates them into a tailored electromagnetic treatment aimed at facilitating their central nerve system recovery process.

We were very fortunate to have Google share this vision with us. We worked very closely with the GCP team on making this vision come true. We were fortunate to be on this program, and it really puts us on a fast track. And in all four fronts, we have developed the next generation of technology with precision medicine base, with the studio team, Peter Norvig, and the rest of the Googlers that were very, very keen in helping us.

We had a large funding round in the past couple of months and we have several collaborations in the pipeline. We are hoping to continue on this promising track and really bring cure to millions of people around the world. And we are fortunate to have Google with us on this journey.

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Can searchers tell the difference between ads and free listings? Google engineer says ‘yes’

Should Google take concerns over their search ads blending into their organic listings seriously?



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SAP Massively Going for Expansion Into Multi-Cloud World, Says CTO

“We’re massively going for the expansion into this multi-cloud world,” says Björn Goerke, SAP CTO & President of the SAP Cloud Platform. “We strongly believe that the world will remain hybrid for a number of years and we’re going in that same direction with the SAP Cloud Platform.”

Björn Goerke, SAP CTO & President SAP Cloud Platform, recently discussed the future of the SAP Cloud Platform in an interview with Ray Wang, the Founder & Chairman of Constellation Research:

Massively Going for Expansion Into Multi-Cloud World

We’re massively going for the expansion into this multi-cloud world. We strongly believe that hybrid clouds will play a major role in the coming years. If you also follow what the hyper scalars are doing, Amazon was the last one to announce an on-premises hybrid support model. We strongly believe that the world will remain hybrid for a number of years and we’re going in that same direction with the SAP Cloud Platform.

We announced partnerships with IBM and ANSYS already and there will be more coming. We’re totally committed to the multi-cloud strategy driving the kind of choice for customers that they demand. But then what we’re more and more focusing on is business services and business capabilities. It’s about micro services as well. It’s really about business functionality that customers expect from SAP. We are an enterprise solutions company.

It’s Really About No Code and Low Code Environments

With our broad spectrum of 25 industries we support all the lines of business within a corporation from core finance to HR to procurement, you name it. We are focused on a high level of functionality that we can expose via APIs and micro services on a cloud platform to allow customers to quickly reassemble and orchestrate customer specific differentiating solutions.

There is no other company out there in the market that has the opportunity to really deliver that on a broad scale worldwide to our corporate customers.

That’s where we’re heading and that’s where we’re investing. We’re working on simplifying the consumption of all of this. It’s really about no code and low code environments. You need to be able to plug and play and not always force people to really go down into the trenches and start heavy coding.

SAP Embedding Machine Learning Into Applications

Beyond that machine learning is all over and on everybody’s mind. What we’re doing is making sure that we can embed machine learning capabilities deep into the application solutions. It can’t be that every customer needs to hire dozens and even hundreds of data scientists to figure these things out.

The very unique opportunity that SAP has is to take our knowledge in business processes, take the large data sets we have with our customers, and bring machine learning right into the application for customers to consume out of the box.

RPA is a big topic as well of course. We believe that 50 percent of ERP processes you can potentially automate to the largest part within the next few years. We are heavily investing in those areas as well.

Focused on Security, Data Protection, and Privacy

Especially if you think about the level of connectivity and companies opening up their corporate environments more and more, clouds being on everybody’s mind, and the whole idea to make access to information processes available to everybody in the company and in the larger ecosystem at any point in time from anywhere, of course, that raises the bar that security has to deliver. So it’s a top of mind topic for everybody.

There are a lot of new challenges also from an architectural perspective with how these things are built and how you communicate, We have a long-standing history as an enterprise solution provider to know exactly what’s going on there. There’s security, there are data protection and privacy that companies have to comply with these days. I think we’re well positioned to serve our customers needs there.

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