(upbeat music) - It's lunchtime, and this is Brad Anderson's Lunch Break. Here in Redmond, we're visited by some of the smartest people on the planet pretty much every day. Every chance I get, I meet up with them for lunch. In this week's episode, it's the second half of my conversation with Mark Gregory, the CIO of Premera Blue Cross. So in the next kind of three to four year horizon, if you think about healthcare in general, what do you think the biggest challenge is from a technology and digital disruption perspective you need to focus on? - From the healthcare system overall, there's a lot of fragmentation of data and information out there, and I think if we have a collective mission to make healthcare work better, and it is Premera's mission to make healthcare work better, but expand that across the whole healthcare industry. We've gotta do a better job of sharing information and sharing data, clearly, in a secure way. - Sure. - In a way that benefits, ultimately, the patient and the consumer. It comes down to how do you empower patients. Remember the four problems we talked about. How do we address those four problems, and we empower our customers to get the information they need in the most convenient way, not convenient for us, but convenient for them. Earlier this year, we brought a capability online, well it's kind of internal, but we signed a contract at the end of the year and the capability was up and running in six weeks. - Wow. - You know, when you do that stuff on premise, it's not only slower, but it carries more weight with it. - Yeah, sure. - And so we see a lot of options for us utilizing the Cloud. - I like how you describe that, weight, 'cause that weight often slows you down and it decreases your agility, and it's funny, you didn't mention once there about cost. The Cloud, really the benefits are agility, the flexibility, and speed. - So, we push costs, when we introduced Cloud to the organization, we did not introduce it as a cost play. We introduced it as a value play really. Right, so how quickly can I bring up the capabilities that move the organization forward. I don't see it as a cost play. - That's the way we look at it, too. - It's just, I wanna bring it up, lighter, quicker, faster, and then I want more options with it. I think my role is no different than any other Senior Executive role. I happen to be responsible for technology, but every other Senior Exec is responsible for driving the culture. From my standpoint, it's how do I make sure that technology is aligned to what we're doing on the business side, not only aligned, but pushing the business. You know, we like to say enabling the business, but if technology is doing its job, - It's pushing. - It's pushing the business. We're challenging business as much as business is challenging us. - Well, this has been awesome. Hey, thank you so much, Mark. - I appreciate it. - Yeah, we'll see ya, thanks again.
Wednesday, 23 October 2024
Brad Anderson's Lunch Break s9 e5 Kurt DelBene, EVP, Microsoft (Part 2)
- It's lunchtime, and this is Brad Anderson's Lunch Break. (bouncy music) Here in Redmond, we're visited by some of the smartest people on the planet. Pretty much every day. Every chance I get, I meet up with them for lunch. (bouncy music) Today I'm meeting up with Microsoft veteran and industry icon, Kurt DelBene, Executive Vice President of Strategy and Operations at Microsoft. (jazzy piano) okay, now tell me about you coming to Microsoft. - Yeah? - 1991, 1992. - Yeah. - This was early days Microsoft. I worked for a woman named Karen Hargrove, at the time, in this advanced technology group. And what we were doing at the time was putting a version of Windows into fax machines, copiers, phones, literally had to install. - (laughing) The original embedded. - Yeah, the story I remember most from there was, you know, I did the analytic things, what's the market telling us, etc., and I presented all of this to Nathan Myhrvold, the CTO at the time-- - Oh yeah, I remember Nathan. - Who was my boss's boss, and I said, "You know, Nathan, it seems that people don't want "a fax machine with a touchscreen on it. "They just wanna hit 10 digits and hit send." And his response was, well at Microsoft, we don't look at market research, we just know. - (laughing) Contrast that now-- - Yeah, contrast that deeply now. We have learned, we have come a long way since those points, just night and day in terms of that, you know. There's not that arrogance of, you know, we know all the answers, let us just tell you the answers. It's about, you know, we think we have, we believe we know the answers, let's talk to you and figure out how the technology works for you, what can you tell us about where it doesn't fit. - So you started in 1991, you left for a few years as you went and worked on healthcare.gov, and you came back. What's the difference you saw in Microsoft from when you left till you came back? - Oh I think it's night and day. I think one, Satya's driving a culture where it's about the customer, it's about learning what we need to learn, it's about adapting over a period of time. When he talks about the growth mindset, he actually, he really means that. - [Brad] Oh yeah, he embodies it. - You know, the other thing is the bets that we made, we started making ten years ago, they're really coming into their fold, so you know, Office 365, we used to see Google a bunch in terms of, you know, what are enterprise customers considering Google or not, we don't see that as much any more because the value proposition is so strong with 365-- - It's just the default. - Yeah, it is. I hate to ever say it's just the default, but it is the first, it's absolutely the thing that people would think of, and then, the stitching together of those. Like what does it mean if I'm on Office 365 and now I wanna move my estate to the Cloud? What, you know, things like the Office Graph, working against the LinkedIn Graph, being able to do ML against in the Cloud, those scenarios are really popular. - [Brad] I tell you, we are so happy you're back. - Well, thank you, I'm happy to be back. - All right, it's good to see you, Kurt. - Thanks, Brad. - All right, let's make sure we do this more regularly. - All right, see you later. - All right, bye. - Next time on Brad Anderson's Lunch Break-- - Part of what we try to do at Premera, and how we leverage technology is to solve those four issues. - I did a search on LinkedIn and there were multiple Mark Gregory's that I found. - Right. - So let's play, which one are you. - Okay. (laughing) - Back in the early 2000, did you own a small chain of pizza restaurants in Alaska? - [Mark] I did not. - Did you have a role in the movie Adam and Eve Meet the Cannibals? - Oh, man, no. I wish I did though! Didn't that sound like the greatest script? - No, seriously, right? (bouncy music)
Brad Anderson's Lunch Break s9 e4 Kurt DelBene, EVP, Microsoft
It's lunchtime, and this is Brad Anderson's lunch break. Here in Redmond we're visited by some of the smartest people on the planet, pretty much every day. And every chance I get, I meet up with them for lunch. (upbeat cheery music) Today I am meeting up with Microsoft veteran and industry icon Kurt DelBene, the Executive Vice-President of Strategy and Operations at Microsoft. (light jazz piano music) I know you're a big car guy, you build cars, - [Kurt] I am a big car guy. - [Brad] You raise cars, - [Kurt] I do. - I don't know why I'm driving, I should have you drive. - Well, you should. - [Brad] So do you drive something like this every day to work? - [Kurt] I gotta tell ya, I drive a Prius. (both laugh) - I don't know if everyone knows this, but we all know you, my kids know your last name because they have seen all the commercials of your wife, you know, who's one of our Congresswomen. - [Kurt] Hey, it was my name first, that's what I tell people. You know the benefit of that is now people know how to pronounce it. - [Brad] Yeah, you know, your wife is obviously in the game but you're no stranger to politics either, I'm sure you're probably too humble to say this but what was it like to get that phone call that says, 'hey you know Kurt we need to come and save healthcare.gov'. - [Kurt] It came actually at the breakfast room table. I saw the New York Times article kind of going through the issues and I said to Suzan, this looks all completely preventable. And she then asked the magic question: 'well would you be willing to help?' And I said, well... - That's where the question came? - That's where the question came originally. And then literally just a couple of weeks later I'm sitting in the Oval Office and the President said 'I unabashedly beg you to do this' and I learned later you don't even go into the Oval Office unless you are planning on saying yes, so I guess I gave the right answer but it was an incredibly rewarding experience. I love building software but the ability to kind of get people healthcare and know that the system that you're building is helping people in that direct way was just, it was great. - [Brad] You know, so you've had Obama as a boss and you know you have Satya as a boss right now, who was better at playing basketball? - Oh that's an easy one. I don't know, I thought you were going to ask me a tougher question than that one, that's got to be President Obama. - Who's better at cricket? - Well that's got to be Satya I suppose. I don't know, the styles of those two leaders is different, I mean I briefed the President about every week when I was doing the work, - [Brad] Wow. - [Kurt] He's a funny guy, and probably one of the biggest differentiators, obviously Satya's highly deeply technical and the President was learning. He kind of got a crash course with healthcare.gov, no pun intended. But I was sitting in the Roosevelt Room, we're getting ready for the final push, and I'm describing to him how we're looking at dashboards every day, we're looking at all the indicators, seeing when they'll tip over, and he says 'oh so Kurt, it's just like Star Trek isn't it, we need more power'. And he actually says it, and I didn't know what to say, I finally just said 'Yup Mr. President, it's just like that.' (Brad laughs) Yeah, it was a fantastic experience. The thing that's amazing about him is one: after this, and I think it's true of government forevermore, these IT systems are going to be absolutely critical to the success of their agendas and that this was a turning point in our industry where that got learned. - [Kurt] And I said, you know Nathan it seems that people don't want a fax machine with a touch screen on it they just want to hit ten digits and hit send. And his response was, well at Microsoft we don't look at market research, we just know. - And contrast that now... - Yeah contrast that deeply now, we have come a long way since those points.
Brad Anderson's Lunch Break s9 e3 Anil Cheriyan, EVPCIO, SunTrust Banks
- It's lunchtime, and this is Brad Anderson's Lunch Break. Here in Redmond, we're visited by some of the smartest people on the planet, Pretty much everyday. Every chance I get, I meet up with them for lunch. (upbeat music) In today's episode, I meet up with Anil Cheriyan, the CIO of SunTrust Banks. (light piano music) Alright, so people who don't live in the Eastern United States, well, SunTrust, you guys are a huge bank. - We're about 220 billion in assets. So you got the top four banks, guys like B of A and JPMorgan, Wells Fargo, and Citi. And then you got the six of us who are like the next set, and we're one of the next set of banks. - Yeah, you're spread across 11 states, 1,400 different locations if I remember right. 24,000 employees, I mean you guys are big. So, one of the things that I recently learned about SunTrust, is that your name is on the new stadium in Atlanta. - That is true. - But you also have a long-term relationship with Coca-Cola. - Yup, yup. - In 1919, the president of the bank bought Coca-Cola for 25 million dollars. So the original secret formula of Coca-Cola was kept in SunTrust vaults from 1925 to 2011. What did you think when you realized that the formula was gone? (laughs) - So great organizations have become great because they have found ways to get the best ideas out of their people. So, how do you use creativity at SunTrust to really get the best out of your workforce? - It's a really a big culture change that we have to go through. - When I first got there, it was about five or six years ago. Everyone worked in their silos and they did their jobs. They did them pretty well, in fact, one had a lot of these town hall meetings and lunch and learns and conversations with teammates. And they'd say, hey, can you help us with that other team, 'cause they're not doing what we're supposed to be doing. - Yeah, I've never had this conversation at Microsoft. - But do you realize guys, you guys are on the same floor, and you literally can just walk across the floor and have those conversations. - As Satya has driven kind of the same exact culture change that you're describing. Breaking down the silos, everybody working together. This growth mindset, one of the biggest challenges we had was our review model had basically made people nervous to ever fail. And in a growth mindset, you want to be able to identify a hypothesis, test it quickly, and if you're doing it right, 70% or 80% of your hypothesis are not gonna be right or correct. And so, getting the cultural change to understand that it's okay to not be right, but we're on this learning journey. That was actually one of the biggest changes that we had to do at Microsoft. - I really like that. Moving from, what's it, know-it-all to learn-it-all. That's just a phenomenal, that's just a great idea. - Okay, I'm gonna give you three product ideas, and you're gonna tell me if you would want to invest in them, if you want to compete against them, or sue because it's too close to something you're already working on. - Okay. - Alright, first, a mobile banking app that bricks your phone for three hours if you go over that day's budget. - I would... invest. (bell dings) While that's interesting, that whole premise is interesting, the very fact that they are looking at budget and planning - Is a good thing - That is a good thing. Now, I wouldn't shut down the phone But I'd certainly use that-- - That is a little harsh. - But I'd certainly use that as-- - Maybe shock 'em a little bit. - A little buzz. (laughs) - Alright, next one. An ATM that saves users embarrassment by making it sound like money is coming out, even if there's insufficient funds. - No that's not (laughs) I wouldn't invest in that one either. (buzzer sound) - An app that monitors your checking account, and only suggests restaurants that are in your price range. - That's a good one. That's budgeting and planning. - That'd be an investment. - That's an investment. (bell dings) - As a banker, what's your stance on the two dollar bill? (laughs) - Another fraudulent thing. - Next time on Brad Anderson's Lunch Break, - You're part of the change, and if you can't articulate where that change is gonna mean, what that change is gonna mean from a business standpoint, you really don't belong on it, on the team. - You have three degrees from Imperial College in London. - I know I have spent a long time in college. - So one of those is in philosophy. So, here's my question for you. Why are we all here? - I have no idea. (laughs)
Brad Anderson's Lunch Break s8 e8 Jay Emery, Anheuser-Busch InBev (Part 2)
- It's lunchtime, and this is Brad Anderson's Lunch Break. (bouncy music) Here in Redmond, we're visited by some of, the smartest people on the planet, pretty much every day. Every chance I get, I meet up with them for lunch. (bouncy music) Today I finished talking with Jay Emery, the senior director of Global Enterprise Architecture at Anheuser-Busch-InBev. (bouncy music) Anheuser-Busch is really a case study about market domination through cost innovation. You're the first to use pasteurization, first to use refrigeration, first to do mass bottling, the first refrigerator railroad cars, and then the 1870's when you're already big, you went back to Europe to even learn more, and you came back with Budweiser. How does this history of innovation and this growth mindset, you know from the history impact the work, that you do today? - Innovation, like you said it is kind of in our bloodline. The couple things we really look at one is, you know how do we innovate technology wise right, so we're really focus at least in the beer garage at, how do we leap frog right? Get rid of the incremental thought, cause everybody's doing incremental updates, but how do we jump from on premise data centers, directly to cloud right, versus this phase approach right? How do we really leap frog in terms of a, technology road map, to help create a bit of that competitive advantage. We also look at how do we lead from a social responsibility, perspective, and then we also wanna make sure that, we're really driving the change on consumption right, so really focus on spending almost a billion dollars over the next several years on communicating the responsible drinking message because we want people to enjoy our products, but we wanna do it responsibly. - I gotta tell you, I hear that you guys got the best products on the planet, but I could honestly say I've actually never tasted one. (laughs) - We will find a way for you to do that. Right I'd tell ya. You know believe it or not we, a big part of what we've been doing, and we do a lot, being in the alcohol industry we really, focus on social responsibility. - Oh yeah. - Environmental. - I've seen that in your messaging. - Yeah, we're actually made kind of an internal, pledge really by 2025. 20 percent of our volume is gonna come from, low alcohol or no alcohol. - You know I was gonna ask you about that, that's huge change, tell me what you're doing there. - So what we're finding is that with the new generation of, drinkers that come into the world, they're more focused on health right, and kind of less loyalty in terms of single brands, so they like to experiment, we wanna kind of to take the stigma away from that, and say why can't you have a non alcohol beer, - Yep - Right, with lunch. - Sure. - Right or if you don't have a, you know where to get Coke or Pepsi, or whatever, why can't you have a non alcohol product right? And so we're really seeing some good growth in that marketplace right as people. - It's probably safe to say that, that kind, of like starts after the kids graduate from college. - Exactly, exactly, exactly. No absolutely, absolutely, absolutely. So next time we'll I'll have some non alcohol for you. (bouncy music) I read and article where you were talking about, the balance of working with service vendors, and software vendors versus doing as much as, you can do in house. - Yep. - And you know the way you're describing about it is you know you want to leverage the skills of the world, but you want to keep the architecture internally. What results have you seen from that? - Very positive results. I think we look back, and I think what we realized was that, we didn't have as much in house technical knowledge, that we needed to really set the strategy right. Where in many cases we're dependent on, and sometimes our vendors to set the strategy for us right. And that's great we love our vendors and our partners, but a lot of times there's that they maybe, don't understand as deeply as the business needs, and where we're going as a company, so we really made a concerted effort to bring those, enterprise architects back in house right, And we're starting to see big big benefits from it right, we're much more quickly able to push, and kind of leap frog technologies right. - Nice. - So, we're not having to get stuck with that technology, where we just look at minor upgrades, and we're able to really sell the thing in, because we're coming up. - Be much more bold and impactful. - Exactly, exactly. - A few months ago we brought even more, of our solutions together in Microsoft 365. As you think about that vision from Microsoft, what from that is gonna help you with your future workspace? - What we try to do and I think this is where that, this fits into kind of our strategic road map, is we really sit down and really to understand, technology profiles right? What are the tools that our users need to do their jobs? So we really go through and we really try to figure out, what's the right profile for the right roles, we don't look at people, we look more at the roles. - Yep. - Right? And then, make sure that we've got the right security, and technologies for those individuals to be productive. So, one of the things that we're looking at, I like the Windows 10 S product, specially for, that security component. - That's right. - Where we have a mix of corporate laptops, BYOD, we also have kind of thin client infrastructure, how does that fit into that kind of that profile. I think it's very interesting conversation. - One of the teams that I run here, is a team that is actually out doing pilots right now, and you know roughly a hundred customers, where they're all piloting S mode to understand, you know which roles, exactly your point, does configuring Windows to be in S mode, as oppose to being in pro mode. And it's pretty remarkable the benefits, that they are seeing, you know in terms of the security, but the simplicity and costs, I mean it really is great experience. Alright thanks Jay. - Thank you so much Brad. - No, thank you for doing that. - That was painless, I liked the questions too. - [Brad] Yeah alright. - [Jay] Thank you. - [Brad] Thank you.
Brad Anderson's Lunch Break s8 e5 Terry Myerson, EVP, Windows
- It's lunchtime, and this is Brad Anderson's Lunch Break. Here in Redmond, we're visited by some of the smartest people on the planet, pretty much every day. Every chance I get, I meet up with them for lunch. (bright upbeat music) This week, I meet up with my new boss, the one and only Terry Myerson, the Executive Vice President of the Windows and Devices Group. So, Terry, you've had an incredibly long and storied career at Microsoft, like a real long. - Well, long is probably a good adjective, sure. - And so I think all of that leads to this question. What's it like to be my new boss? - Well, so far I'm impressed by the cars you rent. You know, we've always been partners, but actually just even just the last few days, to have these rich dialogues about whether it be specific customers, or what is our vision for what we want to bring to people in three years. - [Brad] So let's talk about your start of your career, and how you came to Microsoft. - How I got to Microsoft? - Yeah, so you graduated Duke. - From there, I went from the US EPA to the North Carolina Supercomputing Center, but I was basically doing scientific visualization data models. And then from there I was recruited to go be a sales engineer in the Washington, DC area for a startup selling computer graphics workstations. - I did not know that. - Yeah, from there I was actually so excited about what I saw. I was selling to NASA Ames, NASA Langley, Naval Research Lab, National Institute of Health, all these high-end government labs. They really got excited about the internet. They were excited about this NCSA Mosaic, and I went to my bosses and said, "We need a website." And they were like, "Nope. We don't know what that is." So we started a company, and two and half years later at the Gartner Symposium, I met Bill Gates. Next thing I know, Microsoft bought us, and we were in Seattle. - So, what's that like, to go from college, startup, bought by Bill? - I joined Microsoft thinking I was not going to be here very long, just to be honest. I think that was the-- - My wife and I had a deal. It was come up for a year and see how it goes. - I just somehow moved to Seattle, and just fell in love with the people I was working with, the area of Seattle, and then in fact, then I did meet my wife. I did-- - Yeah, takes local. - You marry a local girl, and then over the course of 20 years you have some kids, buy a house, and you make friends, and it's just been a great experience. - So you built and sold your startup in the 1990's, which is like the golden era of rock bands. It's also the golden age of interesting software company names, so I'm going to give you a name. - All right. - I want to see if you can guess. Is it a rock band from the '90's, or the name of a startup? How about Dr. Koop? - [Terry] Dr. Ku? - Right. K-O-O-P. Dr. Koop. - Oh, Koop. I was going to say, Dr. Ku I think works at Microsoft. But Dr. Koop, I'm going to have to say a rock band. (bell rings) - Okay, how about Dr. Madd Vibe? - Dr. Madd Vibe sounds like a bad company name. (bell rings) - [Brad] How about Pixelon? - Pixelon, I'm going to guess that's a tech startup, too. (bell rings) But I don't know. I'm waiting for Rush, or Metallica, or-- - No, no, these are like offbeat names. - Oh, okay. - I'm not going to give you any easy ones. - Okay. - [Brad] Prodigy. - Prodigy was, of course, the, I remember, back when I was trying to get a website built by my company, they were like, "You can do a Prodigy or a CompuServe forum, or a Prodigy site." - Boy, those were the days. - I'm like, "No, no, it's the internet," and my VP of Marketing had no interest in this internet thing. And I'm like, okay, I'm going to go start my own company and go after this. - But Prodigy was actually both, believe it or not. (two bells ring) [Brad] A startup and a band. You talk about why we exist, and why we do what we do at Microsoft. I don't know about you, but one of the most common questions I get right now is I meet with senior leaders across synergies. They all want to know, what has Microsoft done to change the way that we have? People say, this is not the company that I knew three or four years ago. So as you think about that, what has happened, and what have you as a part of the senior leadership team, how have we driven this kind of change? - I think, like all teams, it starts with the leader. I think Satya is a, you know I once heard Steve describe Satya as a beautiful person. It's one of those comments I heard years ago, and it was registered away as my peer is a beautiful person, cool. But then actually seeing him work, and seeing him work with communities, employees, all the stakeholders, it just resonated me. He really is just a beautiful person. It's someone who I've learned from in that regard quite a bit, and I think it's reflected in our approach to so many things. - As I come in and get a chance to interact with you and all the members of the senior leadership team, it's unbelievable to see how that team works together. - (laughs) Like all teams, I'm not going to describe it as a marriage, but I'll certainly describe it as we're a team, and teams, you're in the, I think Satya described writing his book during the fog of war. It's a very complex, very interesting but very complex, unclear environment when you consider all of the stakeholders that we're trying to direct. - Live for. - Yeah. - Next time, on Brad Anderson's Lunch Break. You saw this opportunity and this vision to take Exchange to the cloud, and that's actually kind of the foundation of what became Office 365. What were you seeing then, that led you to say, hey, we need to look at this as a cloud service? - We look back in Windows history. Windows 7 was a fantastic release that built on some great work in Windows Vista that didn't land very well.
Brad Anderson's Lunch Break s8 e4 Raja Ukil, SVP & CIO, Wipro (Part 2)
- [Brad] It's lunchtime, and this is Brad Anderson's Lunch Break. Here in Redmond, we're visited by some of the smartest people on the planet pretty much every day. Every chance I get, I meet up with them for lunch. (cheerful music) Today I wrap up my conversation with Raja Ukil, the Senior Vice President and CIO at the massive Indian IT company Wipro. I saw a story about how there was a big change in the tax structure in India. How did you leverage technology and the skills of your organization to help lead your company through that? - [Raja] If you had followed what the Indian government was doing, they pushed the change through very quickly, even though they were not ready. So it was very well our time. We as an organization sat down, let's put all hands on the deck, let's all assemble and do it like a workshop more. And I don't want anybody to clarify things on email or phone calls or anything else. Right, it has to be then and there. And it was learning for us, right, it was not a thing which existed in the past. - You have to innovate to adjust. - [Raja] We just finished the project, start to finish, all in nineteen days, and we were compliant on day one. - Wow, so what did you personally, what was the biggest challenge you as the leader had to go drive or change in the company? Do it in nineteen days? - I think you will get the technology. My team over the years, because we do things fast, have reoriented to think that way, right? The only thing is, in an organization, minds are changed. There is something coming in, think of the group which does invoicing for our customers. It's a change for them. They do invoicing globally for all our customers. And you're talking about thirty-first, you are doing it in a particular way, and on first, you are doing it in a particular way, and you had all of nineteen days when the solution was not ready to train them. I think the leadership and all the team members cross, put their hands up, but I have never seen that happen in many projects in many organizations. I think that was the key to success. Obviously, all people like us, our CFO, et cetera, was to come in and motivate them every one hour, and say, "The team did a good job." - [Brad] We're gonna play a game called This or That. - [Raja] Okay. - [Brad] I'm gonna give you two topics and I'm gonna read you some descriptions, and then you tell me which one of the two things I'm describing, is it explaining cricket to somebody in the U.S., or trying to teach a dog calculus? You can tell they want to understand what you're saying but it's obvious they have no idea what's going on. - It's teaching a dog calculus. - It could actually be both. (both laughing) Using food as a motivator doesn't help very much. - This is probably cricket, explaining. - The only part of the conversation they really care about is the ball. - This is cricket, yeah. - Okay, they have no idea what to do with the information once the conversation's over. - This is definitely cricket. - [Brad] One of the things I read one time that you had said is you talked about your migration to Office 365 was done just in this incredibly smooth way that your users didn't even recognize that there had been a change even though they saw the new functionality. What advice would you give anyone who's looking at that move to Office 365, but they're hesitating? What advice would you give them? - Technically, it's not a big deal. It's super simple. Things like this, the new wave solutions, the ones from Microsoft are easy to remove. If you do planning well and focus on user adoption, because the users are getting more than what they used to get, and how do you handle that is the most critical piece. I advise my peers that if this is what your business wants, if this is what your users do, then try it out. It's okay to fail on a small scale. - That's a growth mindset as well. - Experiment with one or two people, you can experiment with five, ten thousand people, and once you're satisfied, fine-tune it, and then go boom. - Just go do it, experiment, learn, and then see how you roll it out broadly. - And, in that recess, wear a hat off an end user, and see what disruption it is causing him or her. - Yeah, get your hands into it. - If you can eliminate that disruption, then you're home. - One thing I've heard you say is, there's a million things that IT could do, but IT has to focus on things that matter. What are those things that matter right now, to you? - Honestly, I think all the million things matter. So what are trying to do, IT should not become a bottle-neck for doing things and achieving things faster. If you talk to any CIO around the world, they will say that they is stock in the API problem correction. That's one of the things which is critical to us. Our businesses typically are anywhere between one and a half billion to two billion, and "one size fits all" will not work across acquisitions who have different processes, et cetera. But the second thing we believe, the future of work, IT work, will be crowdsourced. So my job as a CIO is to enable the large organization to participate in a structured way and solve their own problems. Today, that's my priority. - [ Brad] One thing that really stands out about your company is this commitment to be a good citizen on the planet. I mean, you guys are listed as one of the world's most ethical companies, you're rated number one in India in sustainability, you've been honored for ethical corporate governance, you're recognized all over the world for diversity and disability hiring. It's a long list. What is the corporate culture that enabled you to be so incredibly strong in these areas? - It essentially stems from our core value system, which was articulated by our Chairman when he started the company, and it flows through down from the CEO to all the employees. We have always tried to be diverse, inclusive, give back to society, and today I'm proud to say that every dollar we own, of all descents, goes back to charity. - Wow, I did not know that. - Our Chairman, who is the majority share holder, has pledged forty percent of-- - Imagine how different the world would be if others followed your example. - For our vision of the company, we were more Indian in our mindset, as we started growing, we recognized the need to be more global and more inclusive. So if you look at, we include diversity, our definition is gender diversity, nationality, underprivileged. - Diversity in its broadest terms. - Yeah, and also people with disabilities. So we hire across the spectrum. Leaders are measured on how diverse they are in their team. Because honestly, it's not a question of, you go to press, you get recognized, which is why you do it. - But it is imperative. - It's a business imperative. Secondly, I think you get very inclusive views. - If you're trying to design products for the world, how can you do it if you don't have the world as broadly represented internally as you can? - Yeah, absolutely. Honestly, whatever we do, ultimately we are in business, we are responsible towards society, and we do our best to live up to it. - [Brad] That's awesome. Great to talk with you. - [Raja] Absolutely, same to you. - I look forward to this continued partnership. Let's do this again, right? Thanks, Raja. Next time on Brad Anderson's Lunch Break. So Terry, you've had an incredibly long, historic career at Microsoft. - Long's probably a good adjective, sure. - So I think all of that leads to this question. What's it like to be my new boss? (both laughing) - [Terry] I went to my bosses and said, "We need a website," and they're like, "No. We don't know what that is." And so we started a company. (cheerful music)
Brad Anderson's Lunch Break s7 e7 Mauricio Guerra, CISO, Dow Chemical
- [Narrator] It's lunchtime and this is Brad Anderson's lunch break. (playful music) Two of my favorite things about Microsoft are the smart people that constantly visit campus, and the great fleet of shuttles. Whenever I can, I try to take advantage of both of these things and I grab lunch with some of the tech industry's best and brightest. (playful music) Today I'm talking with Mauricio Guerra, the Chief Information Security Officer at Dow Chemical. (playful music) (greets in foreign language) - Hola, Brad. Nice to meet you. (speaks in foreign language) - [Brad] Dow Chemical, one of the biggest chemical companies in the world, you make plastic, you purify water, you're in agriculture, fifty four thousand employees, one hundred and twenty year old company, and you've got to keep it all secure and safe. So if someone is watching this and they've got a set of executives that really, you know, have some misunderstandings or just don't have the awareness of cyber security and cyber threats, what advice would you give them in, you know, an IT professional, in educating their managers or leaders? - The most effective way, but of course is the way that we don't want, is learning the hard way. - Yeah. - Is learning the hard way, after the fact, after a couple of incidents, but what is effective is bringing an external perspective. So I myself have a more positive, constructive way to do it. Inviting external, well established companies to present to the board of directors. - So we're gonna play a little game called this or that. And so I'm gonna give you two different things that I'm going to give you a description and you're gonna tell me which one of those matches the description. - [Mauricio] Okay. - [Brad] Okay. Now I want you to tell me if I'm describing a blind date or a proof of concept for some kind of a security offering. - Okay. - [Brad] First, you can't believe you let someone you trust talk you into this. - I would say my initial answer was both. - Yes. - I mean it can go either way. Cannot play for both. - Yeah. Perfect. That's exactly right. - Okay, more than a few times you've wondered, am I better of with familiar disappointments, rather than new adventures. - Oh I'll go for the second one. (laughing) The proof-of-concept. - That's what I thought too. You get stuck with the bill at the end. (laughing) - Okay, okay. Proof of concept for sure. Blind date very likely will be as well. (laughing) - [Brad] Yeah so one of these that you've mentioned that I thought was really interesting was you know, the move to the cloud, more and more mobile devices being used, what you're being asked to protect is expanding and it's going outside of the traditional confines of the perimeter that, you know, we've all used for security. Now, you know, Dow, big user of Office 365, big user of enterprise mobility and security, what kind of a role did you play as these decisions were being made to move to these cloud services? - [Mauricio] We understand the value of cloud, we have a vision that in two, three years eighty percent of our information will be.. - Eighty percent? - in the cloud, and we are moving aggressively into that direction. So the way we are approaching cloud, we said, okay, let's do it in an organized way, meaning that we will partner with enterprise class providers. - Yup. - That's kind of the first key topic, I mean, instead of going here and there, we pick few cloud suppliers and say, okay, we will partner with those. After that, we will look for industry certifications, making sure that cloud providers, like Microsoft, give us good certification, industry certifications, SOC reports, that helps us feeling more comfortable that our information is in good hands. After that we need partnership, that's the type of partnership that we have established with Microsoft, meaning that we have permanent dialogue, that you keep us updated on what you're doing, what is our new roadmap in the cloud, what is the roadmap in collaboration tools, what is the roadmap for digital transformation. Understanding that cloud needs to mature. We are in the early stages of cloud. The basics are there but there is more that needs to be done in the area of security. Directionally, I do believe, or we do believe at Dow, that's the way to go. And as a matter of fact, that's what the IT industry is going to be doing. - Everyone's gonna head there, it's just at what pace. - It's just when. (playful music) - [Brad] Next time on Brad Anderson's lunch break, - [Mauricio] Cyber security is not implementing a couple of firewalls here and this and that and that. It's making sure that from the executive level down the companies understand and properly manage their risk. (playful music)
Brad Anderson's Lunch Break s7 e6 Peggy Johnson, EVP Business Development, Microsoft (Part 2)
- It's lunchtime, and this is Brad Anderson's Lunch Break. (playful music) Two of my favorite things about Microsoft are the smart people that constantly visit campus, and the great fleet of shuttles. Whenever I can, I try to take advantage of both of these things, and grab lunch with some of the tech industry's best and brightest. (playful music) This week, I'll finish up my conversation with Microsoft's deal maker and partnership expert, Peggy Johnson. (car accelerates) (playful music) (gentle piano music) So while you were at Qualcomm, you transitioned from being an engineer to a business leader. - That's right. - What do you miss about the technical work on the engineering side? - I loved sitting in the lab, and collaborating together with my fellow engineers on a project. That was really fun, and we were all doing pieces of code, and then we'd build it all together, I do miss those days. And I really had a hard time making the jump over to the business side, because I thought about, I'm not gonna get to code anymore (Peggy laughs) So I miss some of that. - Now speaking about that, Business Insider just ranked you as the world's most powerful female engineer. So what does that feel like? (Peggy laughs) - Well first of all, I was with a ton of super engineers on that list, including our own Lily Chang. - Yep. Love Lily. - And so, so excited to share that honor with her and the other ladies on that list. And so it was just great to see that list with some really good names on there. - So you were heavily involved in the largest acquisition of Microsoft's history of LinkedIn. - Oh, that was a team effort. (Peggy laughs) - Yeah, oh yeah. - Yeah, so our part was, as it is in many acquisitions, catching that signal early on, that this might be an interesting acquisition for us, it might be filling a gap, solving a problem, those are sort of the things that we look for. But it's truly a team sport, we work closely with CorpStrat, Corp Dev, Amy and her finance teams, Satya himself, the product and engineering teams of course weigh in. And when all of those things come together, we often times say, yup, this is the one. And we pull the trigger and go for it. - That's a big trigger. - That was a big trigger. (Peggy laughs) - One of the interesting things about LinkedIn is it has, you can endorse people's skills and capabilities. So I'm gonna read you a list of five skills, and I want you to tell me which of these are real endorsements on LinkedIn today. - Okay. - Number one, carbohydrates; Number two, paranormal romance; (Peggy laughs) Number three, guinea pigs; Number four, salads; and Number 5; friendly personality. Or, all the above. - Okay I have to go with all the above. - You are right. - Yes! - People have those as not just as a skill, but an endorsed skill. - Hamsters? - How do you know that? How good must you be at paranormal romance for somebody else to endorse that? - That is an odd one, yes. (playful music) - What are you looking for, like what are the key things you look for in a company you're going to invest in? - We look for a number of things. First of all, we say, are there gaps in our current product line that they could fill for us? Is it a new, disruptive, exciting technology that maybe is a little bit over the horizon that we wanna track? We also look for talent. And I think all three of those were in our Maluuba, - Yeah, for sure, yeah. - That acquisition that we did earlier this year. (playful music) - A couple months ago I was driving around with the CIO of Accenture, Andrew Wilson, and a comment that he made was, "Diversity is just not a goal, but it's fundamental to the bottom line in being successful." - I think, as a modern employer, it is absolutely essential that we stand for all forms of diversity. I think gender, I think race, color, sexuality. Why? Because we serve a global world. And all diversity exists in the global world. How on earth can we be relevant and bring the best of humanity to the products and services we build if we're not diverse ourselves? - And how do we help more organizations understand that? How do we encourage more, for example, women, to continue in STEM programs and be more technical engineers? - I mean, that is a very good point, and I think of it that way because I think there's two things that come to mind. One is when you're designing products, you wanna design for the largest total addressable market. - Oh yeah, totally. - And if you have design teams that all look and act alike, you will likely design a product for that design team. - Right. - And it could be any group; if it's all homogenous, you just will miss things that appeal to the broader population, so I think there's one very strong business reason to make the case for diverse design teams, because you wanna be able to touch-- - Have the broadest ideas touch the broadest amount of people. - Exactly. (playful music) - So, every day you make big decisions that often unfold over many years. - Right. - What kind of decision-making workflow do you use when you do things like naming a dog? (Peggy and Brad laugh) - You know, I have four dogs. - I know. - Yeah, so, sometimes there's a lot of analysis that goes into it, and other times not so much. (playful music) - A piece of advice that you were given early in your career that you wish you would've taken? - Oh, just to be yourself. Because I have largely, all through my early career worked in mostly male environments, and I was an engineer-- - In tech. - Yeah, in tech, and they tended to be maybe a little more aggressive, type of environments, and-- - That was the Microsoft I joined 15 years ago. - Yeah, that's changed so much and, so many times when I was struggling, I thought I need to be more, and I got advice, to be more like the guys, why don't you just speak up more, and be more assertive? And whenever I tried to be something I wasn't, the outcome wasn't very good. I had a boss at one point who said, "Why don't you just be yourself?" and that was sort of like the turning point in my career, - That's good advice - I just became who I was, my authentic self, and I thought, well if they don't like it, I'm not changing anymore. - [Brad] Thank you again for taking the time here, - [Peggy] Thank you, thank you for having me. - This has just been a real joy. - It's been super fun, thanks for driving me around. - And next time maybe I'll upgrade the car a little. - Okay, please. (laughs) Thank you-- - Again, well thank you so much. - Thanks very much, Brad. Bye-bye. - [Brad] I'll talk to you again soon, Peggy. - [Peggy] Okay. (upbeat music) - Next time on Brad Anderson's Lunch Break; More than a few times you've wondered, am I better off with familiar disappointments, rather than new adventures? - Oh I'd go for the second one, the proof-of-concept one. (Brad laughs) - That's what I thought, too. You'd get stuck with the bill at the end. (Mauricio and Brad laugh) (car accelerating) (playful music)
Brad Anderson's Lunch Break s7 e5 Peggy Johnson, EVP Business Development, Microsoft
- [Brad] It's lunchtime, and this is Brad Anderson's Lunch Break. (playful music) Two of my favorite things about Microsoft are the smart people that constantly visit campus, and the great fleet of shuttles. Whenever I can, I try to take advantage of both of these things, and grab lunch with some of the tech industry's best and brightest. Today I'll drive around with Microsoft's own Executive Vice President of Business Development, Peggy Johnson. (jaunty music) Hello Peggy. - Hey Brad, how are you? - Really good, thank you for making time today. - Sure. - Awesome. - Nice wheels. - You know, nothin' but the best for the SLT. (laughing) - I didn't take you for a minivan guy. - Well you know, I wonder if should actually get one of the security vans to take you around in, you know, I mean this is like precious cargo here. Three years at Microsoft now? - Almost three years. - And Sonti's first hire, first new member of the SLT. - Yes, it's been fun. - So three years, I mean, partnerships, acquisitions, relationships, occasionally sleep, you know. (laughing) You've accomplished lifetimes worth of work in three years. So you and I both studied engineering in college. - Yes. - Okay. - Well, I lived in San Diego, and it's a Navy town. So most of the dream jobs somehow were-- - Military. - Associated with the military, so I, my first job was at General Electric, working on anti-submarine warfare for surface ships. - Oh, so like light stuff. - Yeah. (laughing) - So what was the most intriguing part about that job? - Well it was at the time when that book, Hunt for Red October was out, - Oh yeah, Clancy's first, second book I guess, right? - Yes, exactly. And so it was very much like that. - Wow. - We were building a system to listen in to what they call the signatures of the submarines, and you'd have to identify if they were a threat or friendly, and super exciting stuff, because the book very much mimicked what we were doing at work. - So what was it called in the movie, were you working on the Caterpillar Drive or what was that called? (laughing) - Something along those lines, and, I should probably not talk any more since I had a Top Secret - Oh it's classified! - clearance at that time. - I don't want you to have to kill me, for sure. - But I do get right and left mixed up, and I get port and starboard mixed up, - Do you really? - So hopefully, yeah all the time, and so I'm hoping that no one ever has to launch those missiles, I don't want 'em to go off the wrong side. - [Brad] Alright, so let's play a little game of this or that. - [Peggy] Okay. (laughs) - So I'm gonna give you a phrase and you're gonna tell me which one of the things applies. - Okay. - So the two topics, or the two things you can select from are, being a new hire at Microsoft, - Okay. - Or building a nuclear bomb. Okay, you have experience in both. (laughing) At first, everyone is way busier than you expected. - Definitely a new employee at Microsoft. - Okay, yep. You don't wanna make a really big mistake on your first day. - Nuclear bomb. - Okay. Everyone's using acronyms that make no sense at all. - Definitely being a new employee at Microsoft. I still, almost three years in, I still don't know some of those acronyms. - The opportunity to change the world is overwhelming. - Being a new employee at Microsoft. - The work then you do in mergers and acquisitions, is that you're always looking ahead. What's a piece of technology right now that you know we're going to be using in the future that maybe isn't on the radar of people today? - Well certainly it is in the realm of artificial intelligence. But, specifically, I think this idea of machine reading comprehension, which is the focus of a company that we just acquired called Maluuba. Basically, when I first met them, they showed us how they can ingest a page of text, they happened to be a page of Harry Potter, and not only read the words and define the words, but comprehend what was going on. That is going to open up all sorts of opportunities for us, when you have tech that can comprehend what's going on in reams and reams of documents. For instance, in the legal field, if you could just ask a question about all of the contracts that you've ever done-- - So you said the first demo you saw of Maluuba was a Harry Potter page? - Yes. - So you know what, I'm dying to ask the question. Were they able to get the intent? Did they know Harry Potter was gonna die? (laughing) You know in book seven? - It wasn't that particular page, but it was amazing. - You spent a lot of time in Silicon Valley. - Yes. - And there's a lot of time there in, helping Silicon Valley understand more about what Microsoft is doing, and I'm curious, what have you seen in changes as you interact with Silicon Valley, and then how does that enable Microsoft to deliver better value? - Well, first and foremost, we're part of the conversation, again. We're at the table. They think of us when they have interesting new technologies. They know we might be interested. We're getting those calls. We also have our new Microsoft Ventures arm, which has allowed us to have a new fresh perspective of the startup community in Silicon Valley. We're in there, we are keeping pace, we're exceeding them in many areas, so they're interested in us, they're interested in our tech, and understanding where they can take our tech, and vice versa. So, super exciting times just to be back in the Valley. - Talking about startups here, we're talking about investments, I find that there's often some really strange startup names. I wanna give you some names, and some are real startups, and some are made up. - Okay. - You tell me which is which. - Okay. - Alright, the first one is Jigglu, J-I-G-G-L-U. - No way, that's gotta be made up. - That is an accurate name, it's an honest name of a startup. - Who would name their startup that? (laughs) - I don't know, there's gotta be a great backstory behind that somewhere. The next one is Fashism. - Like facism? - Yep, exactly. - I would say no, that's gotta be made up. - That's a real one too. They're actually-- - How will they get funded? - Ashton Kutcher is one of the investors! (laughing) Alright, next one. PajamaZoom. (laughing) - Now it's a trick. I feel like I should say that's a real one. - That one's a fake one. (laughing) - KoalaSafe, koala the animal, KoalaSafe. - That sounds real. - That's a real one, ding ding ding ding. - Yes, yes, whoo. One out of four. - And the next one is Wiggli, W-I-G-G-L-I. - That is a real one. - That's a fake. - Oh! (laughing) - Homestar Runner - Homestar Runner. That's a real one. - Ding ding ding ding ding. Alright, last one. CreditDonkey. (laughing) That's fake. - It's a true one, who would name their company that? But you know? (laughing) CreditDonkey. Next time on Brad Anderson's Lunch Break, - Whenever I tried to be something I wasn't, the outcome wasn't very good and so, I had a boss at one point who said, why don't you just be yourself, and that was sort of like, the turning point of my career. - Not just like as a skill, but an endorsed skill. - Hamsters? - How'd you know that? - I have, (laughing) - How good much you be at paranormal romance for somebody else to endorse that? (jaunty music)
Brad Anderson's Lunch Break s7 e2 Jeff Teper, CVP, Office
(car engine) - It's lunchtime, and this is Brad Anderson's lunch break. (happy music) Two of my favorite things about Microsoft, are the smart people that constantly visit campus, and the great fleet of shuttles. Wherever I can I try to take advantage of both of these things, and grab lunch with some of the tech industry's best and brightest. (happy music) Today, I'll finish up my conversation with Jeff Teper, the creator of SharePoint. (happy music) (engine revving) I was thinking about a lot of the things that you and I have done together. About five years ago I remember sending you a mail. I was like, "Jeff, hey this whole thing with non-Windows devices, we gotta' do some work together here. You know, I've got this management stuff I'm working on. There's things you're working on. Let's get together and let's, - Yeah. - Let's get a plan for how productivity and management come together. You remember when you forwarded that message to Rajesh, what Rajesh said? - Yeah. - I can still remember your exact comment was, "Brad's a Windows guy." You remember this? - I do, I do. - Yes, I'm sorry I was a little snippy that meeting, but I was, you know, "Why am I talking to Brad?" - He said, "No, Brad's a Windows guy." - Yeah. - And I said, "No, Brad's a business guy. "Brad wants to build the product "that customers want." You had a set of competitors or alternatives that had a pretty crappy set of productivity, apps. - apps. - And we had competitors that didn't really have the manageability, and so besides being the thing our customers wanted, it was sort of a win-win. - [Brad] Okay so we're gonna' play a game called This or That. - Sure. - So I'm gonna' give you a couple of descriptions, and I'm gonna' give you a phrase or a word and you're gonna' tell me, is it this, is it that, or is it both. - [Jeff] Okay. - Okay, the two terms we're gonna' work with are Malware, or am I talking about Minecraft. So Malware or Minecraft. - Malware or Minecraft, okay. - Way too many people in your workforce have it running in the background. - Uh, Minecraft. - Your kids probably downloaded it on your phone when you weren't looking. - Malware. I answered both those wrong. They both could be right, but. - Millions of people all over the world are working on it right now. - Uh, Malware. - At least it gets kids interested in technology. - Minecraft. - [Brad] (laughs) Okay, it's both, could be. - That could be bumped. - There's a huge secondary economy for people who are good at building it. - Oh, well that's, gosh. I have to pick one? - I heard that your first job in the software industry was writing what, a vehicle simulator when you were 14? - Oh, yeah yeah yeah, wow! Yeah, wow, you really did dig deep. (laughter) So my Dad was a aerospace engineer, and he had these algorithms for vehicle simulation that he'd done in Fortran, in a PDP-11. And he did some work on the side from the company he worked with, and I think he probably charged himself out a hundred dollars an hour, and he paid me like $7 an hour to port the Fortran from the PDP-11 to the TRS-80 Model III. - Oh my word! - And Fortran, whatever it was, Fortran IV or Fortran 77. - Yep. - And so I'd never, I had no idea what these algorithms did. I didn't know what the outputs they were supposed to do. But there were some subtle differences, as there always are in compilers, with your data types and so forth, where I had to run it on the PDP-11, I had to run it on the TRS-80 Model III, and make sure that I guess, the car didn't crash. - And this is at 14? - Yeah, yeah. - Wow. - There's a ton of upper level math involved with all that movement. - Yes, matrix algebra. - You don't-- - I didn't really understand it. - Just little stuff like that. - I got it correct, my Dad fixed a couple of bugs, but he did pay me, so I assume that must mean that I did do it. - Well, 7 bucks an hour. - When you and I were 14, you know what, - Yeah. - I was delivering newspapers - Yes. - When I was 14, making a buck an hour. - Yeah. - Fun stat for you, we've had a quarter billion downloads of OneDrive on iOS and Android. And the-- - Quarter billion. - The Google Play store, which is of course the biggest store, 'cuz they have the most mobile devices. - devices. - [Jeff] But 800,000 people rated us 4.4 rating, higher than the home team - Awesome. - of Google Drive on that device, which we're really proud of. It's been really great to see, and I think the things that people like about OneDrive are the rich collaboration capabilities with Office. - Oh yeah, yeah. - We're starting to do unique things with intelligence. - You know, what you and I have talked about is, how do we build this in a way that is loved by users and trusted by IT, - Yeah, yeah yeah. - and nail them both, - That's a tricky thing. - Is actually really hard. - Yeah, and our teams, and this is good, our teams fight sometimes so our users and IT departments don't have to. Because we will push each other, - Correct. - And we'll say, "Brad, this dialogue that came up, "We gotta' do something about it." - I know exactly what you're talking about. - And you say, "Yeah, but if we just blow past it, "here's the risk that you're," And that challenge that we do on each other leads to, I think, some of our best work where we balance usability and security. (happy music) - [Brad] Well Jeff, let's make sure we make this a regular occasion, so you know-- - Yeah, glad to do it. - I know you've gotta' pick other people up in the shuttle a lot, you know, don't quit your day job. - Alright man, - Sounds great, - Good to see you. - Bye! - Alright, take care now. - See you buddy. - Next time, on Brad Anderson's Lunch Break. - Four of five years ago, I was at a function. I was introduced to an elected member of Parliament in New Zealand. And someone introduced me as a Global Cloud Expert. And this dude said, without a word of lie, "Oh, you study the weather do you?" (happy music)
Brad Anderson's Lunch Break s7 e11 John Houston, CISO, UPMC
- It's lunchtime, and this is Brad Anderson's lunch break. Two of my favorite things about Microsoft are the smart people that constantly visit campus, and the great fleet of shuttles. Whenever I can I try to take advantage of both of these things, and grab lunch with some of the tech industries best and brightest. This week I meet up with John Houston, the chief information security officer at the University of Pittsburgh Medical Center. John, how are you doing? - What happened to the Ferrari? - I know that you are like a race car guy at heart, so I wanted to do something a little different, you know? - I could've caught an Uber you know. - Yeah, you know. So, University of Pittsburgh Medical Center. - Yep, UPMC. - And that's located in Atlanta? - Pittsburgh, Pittsburgh, Pennsylvania. - Yeah, gotcha. Top ten medical centers in the world. - Yep. - 60,000 employees, 30 hospitals, 5,000 beds. - Yep. - Man, you must be busy. - We are, and we're growing. Great place to work, been there for a long time. - How long you been there? - I've been there for about 20 years. - Wow. As I think about some of these, what do you call them, bellwether industries, and when I see financial healthcare, two specific ones, going to a new kind of a technology, or to a kind of a once in a generation shift like the cloud, I know that we have addressed, you know, the concerns around security et cetera, et cetera. - And I will also say this, Microsoft is one of the good guys. You have too much riding on your cloud products to allow something like a security incident to derail it. - That's existential for us. - So I look at Microsoft, and I almost always make the assumption that you're going to get it right or you're going to put a lot of effort into anything you do from a security perspective. It's sort of built in to the way you do business, and it's been that way for a long time It doesn't mean you're not a big target, but you take it seriously. But unfortunately, that can't be said for everybody. There are a lot of cloud apps that are being developed by small start up companies. Niche products, niche areas, and often the staff that do the development are very small, and don't necessarily understand security the way they necessarily should, or, when having to make the decision about building in more features and functions into their software. - Versus the fundamentals. - Or, the fundamentals like security. They're going to opt to put more features. - Sure. - Because that's what's going to allow them to. - That's how they sell. - To sell a product, or get traction with their product in the market. So I understand that, however, unfortunately often it's one's done to the exclusion of the other, and we've certainly had some situations where we've found that the security of these apps is wanting. - You get a chance to give a lot of key notes, and addresses in very big environments, but you've also testified in front of the senate. - I have, three times. - So what's more nerveracking, a big key note, or testifying in front of the senate? - Probably the senate. - That's what I would think too. - You know, when you're 15 feet from Hillary Clinton. - Under oath. - Or Ted Kennedy, it can be somewhat overwhelming. But it was a lot of fun as well, I wasn't a hostile witness. - How do you then look at the partners, the vendors you're gonna partner with, and push them to deliver what you need? - That's hard because often, the time between you think you need something, and when they can provide it is necessarily too short. You sort of have to hope that the market either stays up with the threats as the occur, because otherwise I think you're gonna always be reacting to the threat. I contend that I have to look at my portfolio of tools almost constantly. Any tool that I might use today just to secure my environment, in two to three, four years, could be obsolete. - If it even lasts that long. - So I'm constantly changing tool sets. It's not because I'm making bad decisions, it's because the threats change, the technologies change to confront the threats, and my business continues to evolve and to change. So the things that were suitable before just simply are no longer suitable. - You know, this is one of the points that we really try to push with all of our customers which is, if you're using, say you're on office 2010, great product, but it's seven years old. The sophistication of the attacks and stuff that are being leveled against everybody, has changed dramatically in that period of time. So one of our points to people I say is, you move to the cloud like you know, you guys are in the process of moving to office 365, you're gonna be more secure because you're gonna be up to date with all the latest innovations and all the latest defenses that we've implemented immediately. - As long as Microsoft can continue to be progressive, and deliver those up to date platforms, yeah, I agree with you. But that is a challenge for a lot of vendors is to continue to keep their software up to date and to evolve it. - [Brad] Next time on Brad Anderson's lunch break. - We used to work for a company that did a lot of defense work and they had the no spec catalog for all the different military specifications, and one of them was donuts. - Do they really? - So if you're gonna buy donuts for the military, there is a specification for donuts. I've seen the specification.
Brad Anderson's Lunch Break s7 e10 Dr. Nicole Forsgren, CEO, DORA (Part 2)
- [Brad] It's lunchtime, and this is Brad Anderson's Lunch Break. (jaunty music) Two of my favorite things about Microsoft are the smart people that constantly visit campus, and the great fleet of shuttles. Wherever I can, I try to take advantage of both of these things, and grab lunch with some of the tech industry's best and brightest. (jaunty music) Today, I'll finish talking with Dr. Nicole Forsgren, the CEO and Chief Scientist at DORA. In your experience consulting with companies, is the issue in terms of getting more diversity inside an organization, is it a pipeline problem or a workplace problem? Do they research on that? - Do you wanna hear this answer? - Yeah. - It's not a fun answer. - Let's have it. - Hey camera, it's not a pipeline problem. We suck at this. - As an industry. - They're gonna edit this out. As a whole industry, it's not a pipeline problem, since the 80's, we have half the number of women in tech, or half the proportion-- - As a percentage. - As a percentage. We suck at this. - Yep, and you take a look now in college, we take a look at the who's coming out, and we still don't have the representation that we want. - We have more women-- - in the universities. - Graduating from college than we had before. - Correct. - We have more women graduating in tech than we had before. And yet 10 years post graduation, we have women leaving in droves. - So what's the biggest thing that we can do as leaders in the industry to stop this? - Well then not just as leaders, as peers, right? - Fair, it's a great point. - I hesitate just a bit to answer and many times if you ask women, so many of us will hesitate to answer because we don't wanna be the representatives for women. - I got the idea. - So I'll do my best right now, and this isn't my area of expertise as a researcher, as a PhD, but so much of the research points to the fact that the culture sucks, right? That's the challenge. I would encourage anyone who's listening or watching Google it, how can I be an ally? - Yeah. - How can I be an ally to women in tech, to under represented groups in tech, one of the biggest things that has hit my radar recently, there's a difference between having a mentor and having a sponsor. - Correct, very different. - Right? - Yeah. - So find someone and be a sponsor. - Yeah, totally. - That can be huge, stand up for someone, if someone, asks for something or says something, don't dismiss it because asking for something or saying something, takes incredible amount of-- - Courage. - Courage, it really does. - I think you know your point about really, no matter who you are, looking at the culture and is the culture inclusive, and-- - I love that you, I don't wanna interrupt, but I'm going to because I love that you used that word. Because there's diverse and there's inclusive, and they're different things. - And I think an inclusive environment then breeds more diversity. - Yes, absolutely. - So it's one of the things, and I'll tell ya, we focus on this a lot because you have introverts, you have extroverts, you have people who have got 20 years of experience, somebody just out of college, that's diversity I wanna have on my team. You have to have an inclusive environment that understands, embraces, and accentuates and listens to all points of view. - Yes, and that's important and I like, I'm gonna call a little bit of bull (beep) right now right? Diversity of thought and diversity of background is super important, right? So, don't just hire everybody outta the same university, and have diversity of educational experiences, diversity of background, diversity of everything, but don't use that as your excuse. Don't be like, oh, we have our own special brand of diversity. Yes, I'm sure you do, keep trying harder. Keep doing more. - [Brad] It's constant, it's continuous. - If you wanna be like, super capitalistic about it, we find so much research everywhere showing that diversity of background, diversity of thought, diversity of gender, diversity of race, diversity of all the things, leads to better outcomes. - Oh, absolutely. - Customer satisfaction, profit, revenue, all the things. You make better products, you build better software, you get better outcomes. It's worth the investment. - So you go back to 10 years ago, when someone's getting ready to be made a vice president, there was this psychoanalysis that went on, there would be this big book delivered on everybody that was being considered to be vice president. My feedback was Brad doesn't use conflict. What do you mean I don't use conflict? - Oh interesting. - Yeah. And it was interesting, I actually had one of my direct reports, I asked him about it, I said, will you help me understand this? What it came down to is I would race to try to get alignment to move on to the next problem, rather than letting the room ruminate longer on a problem, and let conflict exist in the room longer. That was one of the biggest learnings I had in my career was how to let that happen. 'Cause you get a better outcome, because there's more discussion, there's more debate, and you get a more refined answer. - Okay, I'm gonna circle this back. Because you know what? Conflict, "conflict", everyone thinks conflict's such a dirty word. - Correct, it has a connotation, but does not mean that. - That's the value of diversity. - That's a great way-- - That's where-- - To say it. It's been fun to drive around, we gotta make sure we do this again. - We should. Thanks so much. - Thanks so much Nicole. It's been great. See ya the next time. Next time, on Brad Anderson's Lunch Break. So what's with all the nerve racking, a big keynote, or testifying in front of the Senate? - [John] Probably the Senate. - That's what I would think too. - When you're 15 feet from Hillary Clinton. - Under oath. - Ted Kennedy, it's, it can be somewhat overwhelming. (jaunty music)
Brad Anderson's Lunch Break s7 e1 Jeff Teper, CVP, Office
- [Brad] It's lunchtime, and this is Brad Anderson's lunch break. Two of my favorite things about Microsoft are the smart people that constantly visit campus, and the great fleet of shuttles. Wherever I can, I try to take advantage of both of these things, and grab lunch with some of the tech industry's best and brightest. Today I'm eating out with my good friend, Jeff Teper, the father of SharePoint, and an expert guitarist. (lighthearted music) (piano music) - What, do you have to supplement your income? You're driving the company shuttle now, dude? Did you have to take a test to know how to get from building, one building to the next on campus before they... - I think about, the person I have probably spent the most time with in my 14 years from office, and honestly it's you. - I'm sorry - I can remember back in 2003 when I joined, one of the first things that I did was reach out to you because here, SharePoint was the fastest growing product in the history of Microsoft. So I wanted to reach out to you and yell, "Hey, tell me about Microsoft, how does this all work?" - Yeah I remember that. - I read this article and it talked about Jeff Teper, the father of SharePoint. - Oh god. - What is it like to be the father of SharePoint, and tell me about the frame that you bought to put that article in. - Obviously it's a little bit weird 'cause a ton of people work on the product and I don't know if you know the origin story. There was this product we worked on called Site Server where the product unit managers were me and a couple other guys you might know of, Terry Myerson and Satya Nadella. Well, out of the ashes of that thing it all sort of worked out. And so we took a team and wanted to focus on the intranet, and then there were some existing teams in office you know, the front page team, couple other teams, we sort of eventually brought them all together, re-wrote them in the second version on .net, and that's really when it took off. - [Brad] And I think the one time you actually described this as this great success was born from this great failure. - Yeah, I had the luxury of making quite a few mistakes on that first project, on the Site Server error and that the company was very forgiving. - Hey, so I heard an interesting story about when you went and pitched, was it Bill and Steve on the idea of SharePoint? - Yeah - Tell us about that meeting, did you sleep the night before that? - I sort of really obsessed about can you make the message really simple. And so I had this four box diagram, folks got the strategy. Bill had all sorts of feedback on the technical details. Steve wanted to make sure he got the messaging was super simple. Both of their respective feedback and demanding tone and delivery helped us all along. - Inspiring. - I wouldn't say it's fun, that I would love to relive that meeting, but it was actually good to be pressed on the technical rigger and the simplicity of the Goda Market. - So SharePoint is this incredible way for people to collaborate and share data right? But how good are you at sharing? Tell me about some of these things you'd be able to share on. First one, a water bottle. - With people that I trusted I'd be fine with that. If you're out on a hike with your buddies and they offer you a water bottle you don't rub that off with your sleeve. (laughter) - Okay, next thing. Would you share ear buds? - Yeah, oh absolutely. - Alright, chapstick? - That one is a little tougher. That, I would probably, without the other person looking scrape the top off. (laughter) - I've done that before. How about pants? - If they fit, I wouldn't have a problem with that. - Alright, how about a pizza? Ian and I do this all the time. - Oh yeah, absolutely. - How about a slice of pizza? - With my wife. - [Brad] I defile your feelings. - It would depend on the feelings, and the person. - When you went to name SharePoint what were the other names you considered? - Oh god, we hired a naming firm. We threw, like 20 names on the wall, and some of them were very literal, like Microsoft Content Server. - That sounds like a Microsoft name. - I don't even remember the fanciful names that were sort of made up, fake words. I knew then knowledge management, internet, category was gonna evolve, and if we were too literal like Document Server, it would be too constraining. And when they shared up SharePoint there I thought, "Oh, well that's great!" We're a point where people share information and because we had that whole PowerPoint was one of our best known assets, people would look at that name and say "Oh, of course that's important in Microsoft's product line. "They've named it in a consistent way that one of their core apps" - So was tee-per-nan on that list? Or tee-fer-twank? - Uh no, 'Jeff's Bucket of Docs' was the one that we you know, talked about. (laughter) - [Brad] Next time, on Brad Anderson's Lunch Break. There's a ton of upper level math involved with all that movement. - Yes! Matrix Algebra. I didn't really understand it. I got it correct, my dad fixed a couple of bugs. Our teams fight sometimes, so our users in IT Departments don't have to because we will push each other. - Correct (lighthearted music)