CXO Magazine – December 2023 – Inspiring CXO of the Year – 2023

GLOBAL EDITION

INFLUENCE. INSPIRE. IMPACT

FEATURING

INSIDE Christine Huang Data Privacy & Management Leader Dr. Charlotte Anabelle de Brabandt Member of the Institute for Supply Management® (ISM®), Thought Leadership Council

CXO

2023

Ben Slater

Managing Director, Nellie Supports

Eva Schönleitner Senior Executive, Advisor & Board Member Gregorio Uglioni Head Business Transformation, Kantonsspital Winterthur, Switzerland

ROBIN DANIELS C U LT I VAT I N G A C U LT U R E O F A C C O U N TA B I L I T Y A N D P E R F O R M A N C E : A HOLISTIC APPROACH CXO MAGAZINE, DECEMBER 2023

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December 2023

CHIEF BUSINESS & PRODUCT OFFICER, LMS365

BS FR CR EE IB E

SU

December 2023

Vol - 1 Issue - 10

Managing Editor

Sarath Shyam

Consultant Editors

Dr. John Andrews Emma James Sabrina Samson Naomi Wilson Andrew Scott Kwith Alexander

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CXO Magazine is a digital magazine published by Connecta Innovation Private Limited. All rights reserved. The opinions expressed in the content and pictures provided are those of the authors. They do not purport to reflect the opinions or views of the Connecta Innovation Private Limited or any of its members and we do not assume any responsibility. The publisher does not assume any responsibility for the advertisements, its content, pictures, and all representation of warranties made in such advertisements are those of the advertisers and not of the publisher. CXO Magazine is a Free Subscription digital magazine strictly not for sale and has to be strictly for internal private use only. Publisher does not assume any responsibility arising out of anyone printing copy of this digital magazine in any format and in any country and all matters related to that.

CXO MAGAZINE, DECEMBER 2023

LEADERSHIP IN THE AGE OF AI:

NAVIGATING CHALLENGES AND FOSTERING INNOVATION

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n the era of AI, business leaders face some tough challenges. Firstly, adapting to new technology is a big one. Leaders need to get their teams on board with AI and encourage continuous learning. Secondly, there are ethical concerns. Using AI responsibly is crucial, especially when it comes to things like data privacy, avoiding bias, and dealing with potential job losses.

Then, there's the talent puzzle. Finding and keeping people who understand AI is tough.

Leaders have to create an environment that fosters innovation and keeps these skilled individuals happy. Data security is another headache. With AI relying heavily on data, leaders must make sure that sensitive information is kept safe and handled transparently.

Collaboration is key too. Different departments, like IT and marketing, have to work together for AI to succeed. Breaking down silos and fostering teamwork is a leadership challenge.

Leaders also need to be savvy in using the insights AI provides for strategic decisionmaking. Making sense of the massive amounts of data generated is crucial for business success.

Culturally, organizations need a shift. Leaders must encourage a mindset of innovation, agility, and adaptability to make AI work within their companies. In a nutshell, leadership is vital in tackling these challenges. Visionary leaders who plan strategically, prioritize ethics, and foster innovation will steer their organizations through the AI landscape successfully.

It's not just about technology – it's about people, culture, and responsible decision-making.

In this issue, we are featuring Robin Daniels on the cover, who holds the position of Chief Business and Product Officer at LMS365. Robin has an impressive career history, having worked as a CMO for three companies, including Salesforce, Box, and LinkedIn. He has over 20 years of experience in marketing and growth leadership roles and has led companies through hyper-growth to become category leaders. Robin has done 2.5 IPOs and several acquisitions. His passion is creating winning teams that do outstanding and meaningful work.

As we continue to explore the latest trends and stories in business leadership, we invite you to join us on this insightful journey. Together, we'll delve into the strategies, challenges, and successes of those who are leading the way, not just in their respective industries but in redefining the very essence of business leadership.

Enjoy Reading.

Sarath Shyam

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COVER STORY

Contents

ROBIN DANIELS

CHIEF BUSINESS & PRODUCT OFFICER, LMS365

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CULTIVATING A CULTURE OF ACCOUNTABILITY AND PERFORMANCE: A HOLISTIC APPROACH

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Ben Slater, Managing Director of Nellie Supports Championing Social Care with Heart and Expertise

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Contents

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Christine Huang, Data Privacy & Management Leader

Eva Schönleitner, Senior Executive, Advisor & Board Member

Translating Complex Privacy Concepts into Actionable Strategies

Bracing for and Embracing Generative AI in your Business

INTERVIEWS

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OPINIONS

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Dr. Charlotte Anabelle de Brabandt, Member of the Institute for Supply Management® (ISM®), Thought Leadership Council

Gregorio Uglioni, Head Business Transformation, Kantonsspital Winterthur, Switzerland

Helping to Make the Supply Chain Profession More Diverse & Inclusive

Scoring Goals in Business: The Strategic Formation for Transformation

CXO MAGAZINE, DECEMBER 2023

Want to Sell or find Investor for your Business?

Digital First Magazine CXO MAGAZINE, DECEMBER 2023 August 2021

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C O V E R

S T O R Y

ROBIN DANIELS CHIEF BUSINESS & PRODUCT OFFICER, LMS365

CULTIVATING A CULTURE OF ACCOUNTABILITY AND PERFORMANCE: A HOLISTIC APPROACH Robin is the Chief Business and Product Officer at LMS365. Robin has previously been a 3 x CMO with more than 20 years of experience in marketing and growth leadership roles at Salesforce, Box, LinkedIn, Matterport, and WeWork. He's done 2.5 IPOs and several acquisitions and led companies through hyper-growth to become category leaders.

His passion is creating winning teams that do outstanding and meaningful work.

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L

ately, accountability has caught my attention as more than just a management buzzword. It's not a corporate trend or something to casually discuss on LinkedIn—it's the beating heart of organizational success. Without accountability, teams and entire organizations can't function effectively. It's about individuals owning their actions, taking initiative, and realizing their power to solve problems.

Sure, personal accountability is crucial, but it doesn't happen in isolation. Organizations that nurture a culture of accountability are more likely to have accountable individuals.

The catch is, accountability doesn't happen by accident—it requires a strategic approach.

In this deep-dive into accountability at work, let's explore what it entails, why it's crucial, and how to weave it into your organizational culture.

Decoding Workplace Accountability Workplace accountability means every employee is responsible for their actions, behaviors, and decisions. When done right, it's more than a checkbox; it boosts commitment, morale, and overall performance. It's that

feeling of being part of something bigger, where every role, big or small, contributes to the organization's ecosystem.

But here's the challenge: despite its theoretical beauty, implementing accountability isn't a walk in the park.

Statistics reveal that 82% of managers struggle to hold others accountable, and 91% of employees view it as a top leadership development need. Low accountability leads to mistrust, low morale, and a toxic work culture—a nightmare for any organization.

Soft vs. Hard Accountability: Navigating the Balance Drawing from personal leadership experiences, I’ve found that accountability is nuanced. Accountability, for me, comes in two flavors: hard and soft.

Hard Accountability: This is about setting challenging goals and ensuring they're met.

Metrics like OKRs provide a tangible way to hold individuals accountable, especially on a quarterly basis. For long-term strategy, frameworks like Salesforce's V2MOM model come into play. The combination of hard

Statistics reveal that 82% of managers struggle to hold others accountable, and 91% of employees view it as a top leadership development need 10 C X O M A G A Z I N E , D E C E M B E R 2 0 2 3

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Creating a culture of accountability isn't just a managerial mantra; it's a journey toward organizational excellence

metrics and strategic frameworks forms a robust approach to accountability.

Soft Accountability: Here, it's about creating an engaging culture where people willingly go above and beyond. A positive company culture is crucial for accountability because happy employees, who respect their colleagues and align with organizational values, are more likely to be accountable individuals. Soft accountability

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involves nurturing professional relationships, honing communication skills, and being a colleague others want to work with.

The Promotion Game: Balancing Soft and Hard Accountability Seeking a promotion? The key is finding balance. Crush your goals (hard accountability) but also operate like you're already at the next level (soft accountability). Leadership notices

when individuals step up, and positive working relationships play a significant role in promotions. It's about striking a balance between excelling at your job and treating colleagues with respect.

Strategies for Team Accountability When I step into a leadership role, I follow a three-step process to foster accountability: 1. Unify the Team: Establish a collective goal, outline accountability measures, and communicate the steps to success.

2. Optimize the Team: Clearly define roles, align them with strengths, identify skill gaps, and ensure budget and timelines are clear.

3. Execution: Once the plan is set, it's time to do the work. Regular check-ins ensure everyone is on track, fostering a sense of accountability.

Navigating Employee Behavior for Accountability Accountability isn't a one-size-fits-all metric.

Individuals fall into four categories: rockstars, underperformers, toxic people, and super-nicebut-okay folks. Each group requires a tailored approach, from providing feedback and coaching to considering exit strategies when necessary.

Making Accountability a Cultural Pillar To embed accountability into your organization's DNA, consider these six steps: 1. Lead by Example: Demonstrate accountability in your actions, setting a standard for others to follow.

2. Set Team Goals: Methodically set measurable goals using frameworks like OKRs to promote individual and team accountability.

3. Improve Feedback Skills: Regular, constructive feedback is crucial for personal and professional growth, enhancing accountability.

4. Make Accountability a Habit: Implement actionable steps, use organizational tools, and conduct regular meetings to instill a habit of accountability.

5. Keep Track of Commitments: Follow through on promises and track commitments, showing accountability as a leader.

6. Use an Accountability Framework: Tools like the RACI matrix clarify roles and responsibilities, reducing ambiguity and enhancing accountability.

Wrapping It Up Creating a culture of accountability isn't just a managerial mantra; it's a journey toward organizational excellence. Be a role model—transparent, accountable, and supportive of those who take responsibility. Regular feedback and a commitment to accountability can optimize employee ownership, increase motivation, and empower creative problem-solving without the blame game.

Here's to a successful journey in building a culture where accountability thrives!

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Ben Slater Managing Director of Nellie Supports

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CXOS

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Championing Social Care with Heart and Expertise

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n the world of adult social care in the UK, there's a remarkable leader by the name of Ben Slater. Ben is a guiding light and passionate advocate who is dedicated to making a positive difference in the lives of those he serves. As the Managing Director of Nellie Supports, Ben brings a wealth of experience and a deep commitment to the well-being of his communities.

Ben's journey is like a Harry Potter story, where unexpected events become the catalysts for greatness. With a first-class honours degree from the University of Lincoln, Ben originally hoped for a 2:1. However, fate had bigger plans in store for him. This unexpected achievement

not only boosted his confidence but also paved the way for his entrepreneurial venture, Nellie Supports. "The confidence I gained from my grade has helped me start Nellie Supports and believe in my own ability to learn," Ben shares.

At times, life can throw us unexpected challenges, but it's how we respond to them that matters. Ben is an inspiration to us all, showing us that with determination, hard work, and a positive mindset, we can achieve greatness. With a background deeply rooted in Social Work, Ben's vision for Nellie Supports is grounded in the values and ethics of the profession. His expertise has been pivotal in creating a robust team that extends support not

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only to Social Work professionals but also to the administrative team.

"My background in Social Work has been instrumental in creating the voice of Nellie Supports," Ben shares.

Ben's academic achievements extend beyond accolades—they shape his approach to social care services. Acknowledging the importance of research, reflection, and theoretical understanding, Ben emphasises how this learning culture contributes to providing higher-quality reports and assessments. For Nellie Supports, knowledge isn't just power; it's the cornerstone of compassionate, informed care.

Journey of Determination and Triumph Ben's journey from being an agency social worker to becoming the CEO of Nellie Supports is a story of perseverance and entrepreneurial spirit. He was disenchanted by the lack of respect for social work as a profession and decided to take matters into his own hands.

With support from the University of Lincoln, he embarked on a journey of self-discovery, business acumen, and a relentless work ethic. The result of his hard work and dedication is Nellie Supports, a leading provider of independent, modern adult social care.

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Ben's accreditation as a financial vulnerability assessor, Montreal cognitive assessor, and ACEII assessor is not just a list of credentials; it is a testament to his commitment to enhancing the services provided by Nellie Supports. These qualifications offer insights into cognitive impairments and play a vital role in identifying vulnerabilities and safeguarding the well-being of clients.

Ben's accreditation as a financial vulnerability assessor, Montreal cognitive assessor, and ACEII assessor is not just a list of credentials; it is a testament to his commitment to enhancing the services provided

by Nellie Supports

A Vision Born from Compassion and Innovation In the heart of Nellie Supports lies a profound inspiration rooted in a desire to transform the landscape of adult social care services.

Ben says, "Nellie Supports was born out of a genuine need, a desire to bridge the gaps and offer meaningful support to those navigating the complex journey of adult social care."

Ben's journey started with a poignant encounter: "I worked for a local authority and helped a lady who was going through a revolving door from hospital to home. She had little support from family, and the answer in my mind was quite simple: ongoing reviews from a Social Worker." This simple yet powerful realisation laid the groundwork for Nellie Supports, evolving from a receiving service to Nellie+, celebrated for its expert mental capacity assessments.

"At Nellie Supports, our principles are grounded in Social Work values and ethics. We started because we wanted to help people, and our commitment to ethically priced services reflects our belief that protection and support should be available to everyone," Ben emphasises. It's this commitment that sets Nellie Supports apart, making crucial services accessible to all.

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Addressing the Challenges in the Adult Social Care Landscape Reflecting on challenges in the UK's adult social care landscape, Ben notes, "The biggest challenge individuals face is that most local authorities' adult social care is either overwhelmed or will be short." He articulates the urgency, especially for those self-funding their care, as they face potential delays. Ben's concern is palpable as he speaks about the escalating dementia cases, emphasising the need for innovative solutions.

"We have a streamlined approach to accessing our services," Ben explains, highlighting the commitment to efficiency. "We quickly learned two things during the pandemic: we need to always be moving and looking ahead, whether this is at technology or training, and secondly, not to react without all the facts." This adaptive mindset led Nellie Supports to offer both in-person and video-

link assessments, a testament to their commitment to responsible and versatile client care.

On the flip side, as a practice supervisor, Ben's commitment to education shines through: "We have taken several students on placements, and as we are a fairly unique practice working in the private sector, we can spend more time working with students on legislation, theories, and models." His mentorship provides students with a valuable opportunity to understand the practical implications of their studies.

In the tapestry of adult social care, Nellie Supports emerges not just as a service provider but as a visionary solution driven by compassion, innovation, and a commitment to inclusivity. To echo Ben's sentiments, "Nellie Supports is not just a service; it's a testament to our journey, expertise, and unwavering commitment to fostering positive change."

In the tapestry of adult social care, Nellie Supports emerges not just as a service provider but as a visionary solution driven by compassion, innovation, and a commitment to inclusivity

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Beyond Care – Impacting Communities and Businesses In the expansive realm of adult social care, Nellie Supports stands out not just for its commitment to individual well-being but for its profound impact on communities and businesses. "At Nellie Supports, we believe in responsible business practices," Ben emphasises. Recognising the environmental

impact of travel, the team took a proactive approach during the 2019 environmental protests. "We identified that our carbon footprint was high due to our travel," Ben explains. The solution? A partnership with Ecologi as a founding member, offsetting their carbon footprint through tree planting initiatives. "As a practice, we have funded over

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In the expansive realm of adult social care, Nellie Supports stands out not just for its commitment to individual wellbeing but for its profound impact on communities and businesses

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5000 trees to be planted, offsetting in excess of 230 tonnes of carbon," Ben proudly shares, showcasing their commitment to environmental responsibility.

Nellie Supports extends its positive impact to the local community by sponsoring two children's football teams.

Ben expresses deep pride in this initiative, recognising that it goes beyond physical benefits for the children. "We see children not only gaining physical benefits but also learning positive criticism, teamwork, managing their own emotions, and more," Ben explains. It's a holistic approach to community engagement that transcends the immediate and invests in the future.

To support the business community further, Nellie Supports launched Nellie Con, a social-legal conference that garnered great success at its inaugural event. "Nellie Con was a great way of saying thank you to our business community," Ben notes. The conference provides a unique platform for professionals from the social care and legal professions to network, creating a mutually beneficial relationship. "It allows for a network to be created from two entwined yet different sectors, ultimately benefiting the professionals we work with as well as their clients," Ben highlights.

Beyond its direct initiatives, Nellie Supports extends its impact through support for the MCF (Masonic Charitable Foundation), a philanthropic organisation sponsoring various charities and individuals. By aligning with the MCF,

Nellie Supports contributes to a broader spectrum of positive change.

As Nellie Supports expands its services, including life expectancy reports, Educational Health Care Plan Appeal support, and the comprehensive case management service, Nellie+, Ben envisions a future where the organisation plays a pivotal role in alleviating pressures on local authorities.

"There is potential for Nellie Supports to take pressures off of local authorities, allowing them to focus their resources on those that desperately need their support," Ben explains, hinting at a transformative role in reshaping the landscape of adult social care in the UK. Forging Ahead into a Future of Innovation and Compassion The journey of Nellie Supports, under the visionary leadership of Ben Slater, extends beyond its current accomplishments. "The future goals of Nellie Supports as a mental capacity assessment service and as a Social Work practice continue to be to develop and grow," Ben affirms. The focus remains unwavering—to offer the best possible services and steadfast support to the communities they serve. This commitment reflects Nellie Supports' dedication to evolving alongside the needs of individuals and the ever-changing landscape of adult social care.

Ben is keenly aware of the challenges looming in the social care landscape. "Over the next few years, we are going to see greater pressure placed on local authorities, primarily due to the increase in people living with dementia," Ben observes. While

acknowledging potential funding constraints, he sees a potential game-changer on the horizon—Artificial Intelligence (AI).

Ben envisions AI as a pivotal player in reshaping adult social care. "The biggest change to come is going to be AI," he predicts.

While acknowledging the justified wariness surrounding AI, Ben sees its potential if used appropriately. "If used appropriately, it could be a tool that reduces pressure and sees better outcomes for many individuals," he notes.

In the next five to ten years, Ben anticipates AI making its mark in the adult social care sector. "It's likely AI will start to complete care assessments as 'online self-assessments,' potentially reducing pressures on local authorities and NHS service providers," he explains. As a private practice, Nellie Supports is already at the forefront of this exploration. "We are already investigating and testing AI to see how it can be used as a reflective tool to improve and support our Social Workers' practice," Ben shares. However, he emphasises that while AI can be a valuable tool, it will not replace the irreplaceable—human decision-making that is integral to the role of a social worker.

Nellie Supports, under Ben's leadership, stands at the intersection of innovation and compassion. The vision is not just about adapting to change but pioneering it, ensuring that the organisation remains at the forefront of providing exceptional care while embracing the transformative potential of technology. As the future unfolds, Nellie Supports is poised to be a beacon of progressive and compassionate adult social care services.

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O P I N I O N S

Bracing for and Embracing Generative AI in your Business Eva Schönleitner is a Senior Executive business leader in the B2B software and operational technology segments. Her expertise lies in the areas of commercialization, international expansion, and digitalization with focus on SAAS, cloud, and AI technologies. Throughout her 20-year career, Eva has held executive roles at global IT and OT companies and was CEO of a technology scale-up for real-time analytics and AI applications. Eva now collaborates with VC and growth equity firms to advise technology and industrial companies and serves on boards as non-executive director. She splits her time between Seattle, US and Zurich, Switzerland.

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Eva Schönleitner Senior Executive, Advisor & Board Member

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I and especially Generative AI have been in the technology headlines seemingly daily this year and you are asking yourself whether this is “just” an overhyped fad that will give way to the next new “shiny toy” or whether these new technologies are a true enabler for your business.

Yes, no, and yes! Yes, AI and generative AI have been over-hyped this year to the point where one might believe there are no other

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relevant technologies to consider. However, AI is definitely not a fad, and your business can materially benefit from AI enabled solutions in the coming years.

Market size, trends and importance to the business The global AI market is already at $207.9 Billion this year1 and predicted to reach $1.85 Trillion by 2030, growing on average by 33% every year.

AI has evolved out of analytics and machine learning applications, it is the cornerstone of digitalization, the utilization of the vast amounts of data we have at our fingertips, and the ability to gain insights rapidly (often in real-time)

AI has evolved out of analytics and machine learning applications, it is the cornerstone of digitalization, the utilization of the vast amounts of data we have at our fingertips, and the ability to gain insights rapidly (often in real-time).

Companies have started adopting AI as part of their digitalization strategy over the last few years to either enable new business models or to optimize operations. Industries leading the adoption include retail and consumer goods, financial services, and high-tech and telecom, but the industrial segments, pharma, healthcare, automotive, energy, transport & logistics are not far behind.

Looking forward just two years, IDC predicts that over 40% of core IT budgets will be spent on AI initiatives in G2000 companies, and that technology providers will allocate 50% of R&D, staffing and CAPEX investments to AI/ automation through 20262.

Generative AI, which is a branch of artificial intelligence that involves the creation of new, original content or data using machine learning algorithms and large language models (LLM’s) is truly a groundbreaking technology that will improve customer interactions, significantly enhance operations, and also change the way of working for our workforce in the very near future.

I would compare it to the level of innovation that we saw from mainframes to the client/server area in the 70’s and 80’s, and the wide availability of cloud technologies in the 00’s.

The generative artificial intelligence market is valued at $13 Billion this year and expected to reach $109.37 Billion by 20303. McKinsey estimates that generative AI could enable automation of up to 70% of business activities, across almost all occupations, between now and

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2030, adding trillions of dollars in value to the global economy4.

The growth will come from existing technology players such as Microsoft, OpenAI, Google, Amazon, or Meta and many new players which we can see evolving today in the startup scene. In Q2 2023 four out of the top 5 largest funding rounds went to generative AI companies5. The largest market is the US (>4600 startups and $249BN private investments in 2022) followed by China, the UK, and Israel6.

service tasks like answering frequently asked questions, or transcriptions of audio and video calls. For instance, IKEA handles 47% of customer queries with AI bots already; note that they did not lay off their staff but retrained them as interior design advisors7.

Content creation: Create high-quality content such as articles, reports, speeches, draft email responses and even resumes.

Business applications for generative AI The top use cases for generative AI as of today are:

Marketing: Create personalized marketing campaigns that target specific audiences and generate content for social media and other marketing channels.

Customer service: Provide personalized customer service through chatbots and virtual assistants, automate repetitive customer

Code and analysis generation: Remove the need for lower end coding skills, handle routine coding tasks, enhance quality and

Generative AI has the potential to process personal data and generate sensitive information, which can lead to privacy concerns

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reliability of code, and provide code snippets, functions, or entire applications with genAI tools for developers.

Product design: Support new product design by generating ideas and prototypes based on user input and other data.

Data analytics: Analyze large amounts of data quickly and accurately, also identify patterns and trends in data that might not be immediately apparent.

Decision Support: Crunch large amounts of data and distill actionable pathways; this has become especially interesting in the healthcare sector. An example would be physicians receiving decision support on whether to use certain drugs for critical care and whether those medications likely would help their patients.

Emerging risks and concerns It also becomes apparent, that along with the new possibilities, there are concerns and new risks to consider including privacy, intellectual property, ethical challenges, and bias.

Generative AI has the potential to process personal data and generate sensitive information, which can lead to privacy concerns. For instance, generative AI chatbots can inadvertently collect personal data such as names, addresses, and contact details of a customer.

Intellectual property concerns have already arisen including copyright violations of creative work, ownership of work created by an AI, and the use of confidential materials in the data for the learning model.

Ethical concerns arise particularly regarding the misuse of AI-generated content. The ability to create highly realistic deepfakes and manipulated media has significant implications for misinformation campaigns, identity theft, and damage to an individual's reputation or privacy.

Bias refers to the case where the learning model has uneven representation or creates stereotypes. An example could be an AI program that reviews best candidates based on a job description and favors one gender, age range, etc.

It is not doing this out of spite but based on the parameters it received to assess the candidates.

As AI adopts more complex roles, bias will be harder to identify and fix.

Addressing these very real concerns requires a multi-faceted approach involving the technology providers, policy makers, and businesses using AI software. Technology companies are starting to focus on the topic through continuous enhancements and even legal assurance of their software. Many governments including the United Nations, the EU, and recently also the US have already or are introducing regulations, ethical guidelines, and responsible AI practices.

Where to begin?

Have you missed the train on Generative AI already? Absolutely not. Generative AI is in the early stages of the adoption cycle – from the availability of enhanced existing business applications to completely new products.

However, considering the importance the market, technology providers, and investors place on the technology, it is critical that your company incorporate the topic and to start now.

You will want to start at multiple levels in your organization:

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Generative AI is in the early stages of the adoption cycle – from the availability of enhanced existing business applications to completely new products

Provide a platform for generative AI at the board and CXO level: Incorporate AI into your regular board cadence from an innovation and risk perspective. This can be done in many ways from expanding an existing digital or technology sub-committee to creating a new sub-committee focused on AI. You will require experts from the technical (IT and R&D), legal, business, and cyber-security domains.

Ensure that this leadership team develops a governance model for your company in which the organization can then freely innovate.

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Provide board and leadership training on AI and generative AI, so this skillset becomes “native” to your senior leadership and is not just contained in a small expert group. Understanding AI is a new fundamental skillset for every board and senior executive team.

Enable and promote deep technical expertise for your teams in R&D, and the offices of the CIO and CDO (both digital and data officers). You will achieve this by combining key hires in the AI field and upskilling your existing

technical workforce. The latter is especially important as there are (as of today) very few true AI and generative AI experts, and it is key for your developer community to gain AI skills for long-term retention and success in their careers.

Realize that the role of your developers will change significantly in the very near future and proactively support the change. Generative AI tools can write code, interpret existing code, test, and find bugs a magnitude faster than a human ever could. Forrester estimates that this year (2023) AI powered software tools will write 10% of the world’s code and tests8. Those tools will not eliminate the need for having developers, but the developer role will change to focus more on the design of code structures, complex applications, and tasks that require human creativity, intuition, or specific domain knowledge. In addition, developers will have to QA AI generated code to ensure the outcome meets the desired needs.

Foster even deeper collaboration between the business functions and IT teams. Expect to see AI enhancements throughout most of the existing applications you are using today in your business. Your business and IT leaders will want to work with the technology vendors to understand AI related product roadmaps, so innovations can be continuously implemented.

Allow experimentation, trials, and pilots.

As with any digitalization effort, allowing the teams to test, try, then pilot at a small scale is key.

Considering the existing technology providers will continuously enhance their solutions and the thousands of startups entering the market

every year, it’s important to test out different tools/applications/solutions and to see which set of technologies work best for your company.

Increase responsibility of your CISO to include the AI and especially the generative AI topic to ensure the appropriate safeguards are in place from a governance and software architecture perspectives.

Measure/measure/measure. 65% of US executives surveyed by KPMG in March 2023 expect generative AI to have a significant impact on the business9, but as mentioned earlier we are in the very early stages of adoption. Building measurement systems into the initiatives is critical to deducing the true impact on the bottom line.

Try some of the generative AI tools out yourself privately. One of the easiest ways to get familiar with the topic is to try it out yourself. This is possible since generative AI has many consumer-focused use cases too. So download the “ChatGPT” app (by OpenAI) onto your smartphone, open up the Microsoft Edge browser and type in “BingChat”, or do the same in Google’s Chrome browser and “Bard”– just to name a few. Immediately ask the tools what the top 10 generative AI tools are and compare the answers – then try one or 2 other ones too. Draft out an upcoming birthday speech, a holiday letter, try a mock cover letter, or ask complex question and you’ll see what the hype is all about. You will likely also see some limitations, but I won’t spoil the fun for you to find out yourself.

A final note: This summary was not drafted or written by a GenAI tool.

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I N T E R V I E W S

Translating Complex Privacy Concepts into Actionable Strategies Christine Huang has over a decade of experience in the technology regulatory domain. She has worked in all the major continents, across a spectrum of sectors, including telecommunication, mobile technology, Fintech, e-commerce, and consultancy, gaining invaluable insights into the unique privacy challenges and opportunities each industry presents. Her ability to navigate complex regulatory landscapes, combined with her keen understanding of emerging technologies, has equipped her with ability to translate complex privacy concepts into actionable strategies, ensuring that businesses balance innovation with data protection.

In the recent years, she has expanded her privacy horizon by taking up different privacy related responsibilities from software product design, privacy program management, cloud governance and compliance, and digital workflow transformation, to most recently enterprise privacy operation and information governance in life sciences sector. Christine’s work is a testament to the belief that privacy is not just a compliance requirement but a fundamental right that should be upheld across all sectors.

Recently, in an exclusive interview with CXO Magazine, Christine shared her insights on how disruptive technologies are impacting today’s healthcare industry, her career trajectory, personal role model, future plans, words of wisdom, and much more. The following excerpts are taken from the interview.

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Christine Huang Data Privacy & Management Leader

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How are disruptive technologies like Artificial Intelligence/IoT/ Automation/ Cloud Computing/Robotics impacting today’s healthcare industry?

The convergence of all these disruptive technologies is transforming various industries, including healthcare and life sciences at a very fast pace. At the same time, this explosion of innovation also has many privacy implications that need to be considered not just for a point in time, but the ripple effects these technologies have. Let’s begin with the impact on data.

Data Volume, Variety and Accessibility: The adoption of IoT devices, wearables, and the advancement of AI, have led to a surge of data volume, in healthcare as well as all others.

IoT devices enable continuously collection of patient information such as vital signs, activity

levels, and medication adherence. Real-world data from IoT devices and patient records is also increasingly used in clinical trials and research. Data generated via electronic health records (EHRs) systems streamline data management. The extensive collection of patient health data requires robust security measures, and many would require patient consent for data sharing. How to strike a balance between data protection measures and innovation requires careful risk-based privacy engineering consideration.

Cloud computing and edge computing solutions have made healthcare data readily available and more accessible AI-driven EHR systems can automatically extract relevant information from unstructured clinical notes, images, improving data accuracy and usability.

The convenience and efficiency require a

Responsible development and innovation especially in healthcare must be approached with careful consideration of these opportunities and challenges

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thorough analysis of organizational security landscape, implement encryption with strong algorithms and key management to ensure segregation of duties and environments to protect data at rest, in transit and in use.

Additionally, with all the accessibility creates new threat vectors, use strong Identity Access Management (IAM) tool to enforce strict access control to not only prevent unauthorized access but also enforce needto-know/attribute basis (RBAC) especially for inter-company access/sharing; and understand applicable regulatory restrictions such as data residency, retention policies and 3rd party sharing agreements. Along with develop and test incident response to ensure effective response and communication during unfortunate events.

Data Quality and Accuracy: AI algorithms help improve data quality by identifying errors and inconsistencies in medical records, leading to more accurate diagnoses and treatment plans. This is crucial for any data driven technology advancement. However, it cannot be done without introducing transparency to the process, such as identify any regulatory requirements that associate with data, which can potentially restrict certain AI-enabled processing to avoid the risk of re-identification via profiling or combining datasets.

Workflow Integration: Integrating AI and IoT technologies into existing healthcare workflows can be complex. Process automation often leaves privacy consideration behind. To avoid rework the workflow integration, it is paramount to run a privacy analysis or even better a privacy impact assessment (PIA) to

identify any changes or new data elements to the existing process.

Furthermore, there is also far-reaching environmental and social impact. For example, the manufacturing and disposal of IoT devices can contribute to electronic waste and energy consumption. The energy consumption of data canters that support AI can contribute to carbon emissions.

From societal impact perspectives, the uneven distribution of technology across the globe can create even a greater impact in healthcare disparities; economic inequalities; geopolitical division.

In education, whether unequal access to technology can exacerbate education inequalities; for public safety, surveillance technologies can raise concerns about civil liberties and privacy; in employment, the ongoing concerns on automation may displace certain job, if employees do not re/up skill.

Responsible development and innovation especially in healthcare must be approached with careful consideration of these opportunities and challenges. Balancing innovation with privacy rights is key to harness the full potential of these technologies.

What are the biggest opportunities and obstacles you see for innovation in healthtech?

The field of healthtech or life sciences is filled with opportunities for innovation, but it also faces significant obstacles, such as complex regulations, quality standards and emerging laws that aim to regulate the fast and furious medical technology acceleration.

The way healthcare data is delivered, managed and analysed has demonstrated that

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healthcare technology has gone beyond mere treatments and diagnosis, to more accurate and advanced treatments, robotic surgical assistant, early detection, predictive analytics, to help us stay healthy.

As we all have seen and experienced. For instance, patient care is drastically improved via IoT enabled continuously monitoring of health metrics; AI-driven diagnostic analytics can be performed on images, patient records, real-time data; advances in genomics and precision medicine enable tailored treatments, robotics and automation enhance operational efficiency in hospitals and clinics, from automating routine tasks to assisting in surgery; cloud-based platforms facilitate global collaboration in research and data sharing.

With workflow automation, AI-enabled medical documentation process reduced healthcare professionals’ administrative burden, increase accuracy, accessibility, and efficiency. AI use in medical device manufacturing, imaging, closes the gaps where human capabilities have limitation of.

Robotic training assistants help physicians to learn new medical technology more effectively.

And not just healthtech alone, these technologies are changing every sector, from education to employment, from manufacturing to retail and e-commerce, from government and public services to financial services, any so many more.

Unfortunately, this technology evolution also poses challenges related to data security, privacy, ethics, hence the need for robust infrastructure and governance. We

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need to stay vigilant with data protection, and adopt AI –enabled security tools, such as AIenhanced anomaly and behavioural analytics; use NLP in linguistic patterns in emails to detect social engineering attempts or unusual language that may indicate phishing. Not to mention with increasing adoption of enterprise virtual assistants, chatbots, it is important to ensure sensitive data is not inadvertently shared.

Some equally pressing obstacles are: Interoperability Challenges: Companies often use different software and data formats, making data exchange and interoperability complex. Achieving seamless data sharing is a major hurdle. Implementing healthtech solutions can also be costly and may require significant infrastructure upgrades.

Ethical Concerns: The ethical use of patient or health data and AI in healthcare, including bias mitigation and transparency in AI algorithms, is a critical challenge.

Decisions made by AI algorithms may raise ethical dilemmas, especially in lifeand-death situations. Questions about accountability, auditability and decisionmaking authority arise.

Health Inequities: Innovations may inadvertently exacerbate health inequities if not designed with the needs of underserved populations in mind. Access to technology and digital literacy are key issues.

Sustainable and responsible innovation is dependent on how the obstacles, particularly those related to data privacy, security, regulation, and ethical considerations, are tackled.

Sustainable and responsible innovation is dependent on how the obstacles, particularly those related to data privacy, security, regulation, and ethical considerations, are tackled

Christine, you have worked in many different sectors, can you describe your experience in different sectors and industries?

In my career, I have had the privilege of working across a diverse range of sectors, from telecommunications, consultancy, data protection technology, semiconductor, cloud technology, to medical technology. In addition, I have had the honor to interact with some amazing industry leaders and experts in finance, biometrics, mobile technology, e-commerce, and Fintech.

I started out in telecommunication, where I focused on ensuring compliance with telecom regulations while safeguarding customer and consumer trust, preserve investor confidence and market recognition.

My time in legal and consultancy, I collaborated with clients to address privacy compliance issues across industries such as healthcare, finance, and e-commerce, etc. Helping clients to navigate complex regulatory landscapes and provide tailored privacy solutions to clients from various industries.

During my tenure in the semiconductor sector, my primary focus was on securing sensitive data which can be trade secrets, sensitive employee and customer data, and intellectual property which is paramount to securing the supply chain.

My experience in the software sector allowed me to work with some of the world class engineers and architects on developing privacy-by-design principles for digital products and services, ensuring privacy and security requirements in digital product development.

As with my current chapter, I am fortunate enough to witness amazing the transformation of medical technology from idea to market, helping

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Authentic leaders prioritize honesty and transparency in their interactions with others. They are trusted because their actions align with their words

cardiovascular patients in every remote corner of the world to live a normal life. I collaborate with my brilliant colleagues in this mission driven and purpose defined company to drive even greater innovation with strong data privacy and compliance principles and robust security posture.

This varied experience has equipped me with a holistic understanding of privacy and ability to translate complex privacy concepts

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into actionable strategies, ensuring that businesses and individuals alike can benefit from responsible data handling.

You are a Chapter Chair at OneTrust PrivacyConnect. Can you tell us about this community platform and its mission and vision?

I am sure OT has far more impowering vision and mission for this PrivacyConnect platform.

I will perhaps relate from my experience in leading the chapter. I joined at the beginning of the covid pandemic, with little experience in leading a virtual community. I was supported

by OT’s ample resources and expertise in event management and of course the support from my network of amazing colleagues and friends.

OT has become the privacy synonym.

This community gathers a diverse group of privacy experts to help the privacy world stay interconnected, and use local chapters to bring privacy literacy regionally, and globally. It provides a platform for privacy professionals to share knowledges and frustration; a platform for everyone to ask questions and discuss their top-of-mind concerns; and a community to empower individuals or companies with regulatory updates and practical guidance. Each panel discussions and publications are not commercially generated, but they are topics from the community, the discussions are voices of the community. I am grateful to have met so many amazing people in this community and to be part of the many wonderful discussions.

Do you notice a lack of women in technology? If so, why do you think that’s the case?

I have not actually. Maybe the companies that I have worked for are all strong advocates for gender equality. Although I have not witnessed a shortage of women in my circle, I do understand there could be reasons why there is a lack of women in technology. Gender stereotypes and biases,

together with unconscious hiring bias can be the main reason. Other factors such as education and pay disparities can widen the gap too. That is another reason that we need to be very conscious to use HR technology and reduce the bias and close the gap. And many companies, both my past and present employers are doing a fantastic job to support and encourage community promote Youth STEM education, so I would encourage everyone to look at all jobs and professions as gender-neural but capability defined.

There are so many areas of technology that would benefit from gender diversity.

Lastly, it is really important to have mentorship support, and I am again very fortunate to work with many great mentors who believe in me and guide me or even just there for sanity check.

Looking back, which women in your life have had the most influence on your career?

I have met and worked with many influential female leaders and co-workers in my career, they are not necessarily all leaders, but in various aspects of my career, they have created an impact.

Instead of naming them all, I think I will point to one person that has the longest influence in my life. She is my grandmother, she became an orphan at a very young age, and was raised by her grandmother who never had a chance for education and became very sick when my grandmother was still a teen. I would say my grandmother raised herself, took care of her grandmother, never forfeited education, and supported

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In the realm of privacy and data protection, where uncertainty is the norm. I see a journey of continuous growth, learning and hopefully making a positive impact to the workstreams that I lead and adding tangible values across different business processes

her own family during many hardships such as China’s Culture Revolution, when my grandfather had to be brought in for “questionings” at random times. They lived on food stamps with three kids including my mother. My grandmother later became a workforce leader in her time, when being a female in workforce was rare, and even rarer to lead some of the government backed companies. She led with compassion, provided equal chance to grow for everyone, and gave everyone who opposed her the benefit of the doubt.

My dear grandmother has dementia now, so she does not recognize me. But I know she remembers me, as she often smiles when she looks at childhood photos of me.

I hope she also remembers that I have told her repeatedly that she is forever my hero.

What does the term "authentic leadership" mean to you?

To me, authentic leadership really comes down to three principles or qualities. a) Empathy and genuineness This is something that AI cannot replace.

As a leader you need to listen to understand even from the smallest voice in the room.

That is how you earn respect and operate with integrity. b) Transparency and Trust Transparent in communication and decision-making, that is how you foster trust in work environment and create the sense of belong for the team or workforce.

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c) Accountability and resilience It a good thing to have both in privacy and leadership style. Leaders need to take responsibility for the decisions and actions that they make. They also need to exhibit resilience in facing challenges and setbacks. They maintain their authenticity and commitment to their values even during tough times.

Authentic leaders prioritize honesty and transparency in their interactions with others.

They are trusted because their actions align with their words. It is not one-size fits all approach, but these principles foster trust, respect, and a positive team engagement that is built on strong ethical foundation.

Could you highlight some of your success habits that enable you to meet your goal?

I do not think my goal/s have been all met.

So, I would just share some habits that are useful to me.

First, I like to ask questions and clarify ambiguities. I do not usually understand silence as a response too well. Therefore, I always clarify. The reason for an email, a question and a call are for interaction and communication. A “Yes, that’s correct” does not take too much time. And if the response is the opposite, you learn from how you should approach the issue, collaboration style and many more.

Second, in the privacy world, where there is a room full of diversity of experts, there are always something to learn. Understand where you want to be the expert, and where you need to collaborate and lean-in on is

especially important. No one can do it all in the world of privacy, collaboration is the key.

Third, define small goals, ROIs, KPIs. The value of privacy does not always translate into 4% of fine, cost of data breach.

Undeniably compliance to regulatory hurdles is paramount. But privacy operates on data, how data is transformed into information, and why the information is valuable. Therefore, depends on where your focus is under the spectrum of privacy, it is important to quantify the value and goals according to the domain you are in, most often, privacy value comes from data, it’s very important to understand how the data ecosystem works in your specific domain.

Where do you see yourself in 5 years from now?

In the realm of privacy and data protection, where uncertainty is the norm. I see a journey of continuous growth, learning and hopefully making a positive impact to the workstreams that I lead and adding tangible values across different business processes.

As we know privacy and innovation are not mutually exclusive, I hope to foster a culture of innovation based on privacy and empowers individual and organizations to make informed choices based on data. Data knows no border, neither should our efforts to protect it.

What is the one piece of advice that you can share with other professionals in the tech industry?

Be curious, be responsible, and be humble.

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O P I N I O N S

Scoring Goals in Business: The Strategic Formation for Transformation Gregorio Uglioni is a visionary leader in Business Transformation, Innovation, and Customer Experience. Through his exceptional leadership skills, he has achieved remarkable results in numerous transformation programs, creating a profound impact on customers while fostering a culture of positive innovation. As a prominent figure in the Customer Experience Community, Gregorio has made significant contributions, such as coauthoring two global best-sellers – “Customer Experience 3” and “Customer Experience 4”. He is also the host of the highly acclaimed podcast “Customer Experience Goals with the CX Goalkeeper” and a seasoned keynote speaker and a judge at various international events. Starting his career at Accenture, Gregorio now serves as the Head of Business Transformation at the Cantonal Hospital of Winterthur in Switzerland.

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Gregorio Uglioni Head Business Transformation, Kantonsspital Winterthur, Switzerland

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N

avigating the competitive landscape of business demands not only mere execution but also a strategic approach reminiscent of the beautiful game, known as football or soccer for our friends in the USA. Successful organizations, much like renowned soccer clubs, recognize the indispensable roles each team member plays in their collective effort to achieve a common goal – winning the game.

This article seeks to distill three key elements of soccer strategy and apply them to the realm of business transformation. It offers insights that align strategic initiatives with operational excellence to drive business success.

Leadership: The cornerstone of a successful soccer team and a business undergoing transformation is decisive leadership. In this analogy, the coach embodies the role of the visionary leader, including: The Team Vision: Just as the coach oversees the entire field, leaders must have an overarching view of the business landscape, guiding transformation with perspicacity and insight.

Embodying Team Ethos: A leader's role transcends strategic direction; it involves inspiring the team with an infectious zeal that propels commitment and elevates performance.

Anticipatory Strategy: Much like predicting how competitors will play, leaders must forecast industry trends and

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In business, agility equates to a team's ability to make fluid tactical shifts—much like a soccer team's ability to take ownership of the game and adeptly respond to its challenges

disruptions, crafting a resilient and proactive business strategy.

Agility: The Game's Rhythm In business, agility equates to a team's ability to make fluid tactical shifts— much like a soccer team's ability to take ownership of the game and adeptly respond to its challenges.

Pivotal Flexibility: As the team adapts to changing game dynamics, a business must be flexible, ready to alter strategies in response to shifting market conditions, with innovation as a steadfast ally.

Consistent Execution: Maintaining momentum is vital; similar to how a team drives the play forward, a business should consistently deliver value efficiently.

The Communication Loop: Just as players communicate to fine-tune their approach, businesses require robust feedback mechanisms to refine and improve strategies promptly.

Execution Velocity: The pace at which a team operates can dictate the match's direction. Similarly, the speed of strategy implementation is often pivotal in determining a business's success.

Human Centricity: The Core of Strategy At the heart of a winning strategy, like every player on the field, is human centricity, which ensures that every tactical play maximizes individual and collective value.

The Human Focus: Just as a soccer team's success depends on the well-being and synergy among its players, business transformation must centralize the needs, experiences, and evolution of its people.

Value Creation for Stakeholders: By ensuring value for employees and the company alike, businesses can achieve a balanced advancement toward transformation objectives.

Customer-Centric Innovation: Innovative Needs Assessment: Innovation must stem from a deep understanding of customer needs, ensuring that every introduction or enhancement positively affects the customer journey.

Inclusive and Accessible Design: Creating with all potential users in mind allows businesses to widen their market and design products that resonate with a broader audience.

In conclusion, mastering business transformation parallels the orchestration of a victorious soccer team: it requires a blend of structure and adaptability, visionary leadership, nimble tactics, and a human-centered approach. Lessons from the pitch remind us that in business, the goal is not merely to score during a game but to cultivate a culture of excellence, cohesion, and ongoing enhancement to win the Championship. With human beings playing their roles and synergized toward a unified goal, success becomes an expected outcome, not just on paper.

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I N T E R V I E W S

Helping to Make the Supply Chain Profession More Diverse & Inclusive Dr. Charlotte de Brabandt is a procurement expert with over 14 years of experience in five different industries across three continents. She is currently the Head of IT Partner Management & Head of IT Governance US at ZF Group. She is also a member of the ISM - Institute for Supply Management Thought Leadership Council and a keynote speaker and author on the topics of procurement, technology, and leadership.

Dr. de Brabandt is passionate about helping companies to embrace new technologies and innovative practices in order to improve their procurement performance. She is also a strong advocate for sustainability in the supply chain.

Recently, in an exclusive interview with CXO Magazine, Dr. de Brabandt shared her career trajectory, insights on the key procurement trends to keep an eye on in 2024, her leadership philosophy, personal role model, pearls of wisdom, and much more. The following excerpts are taken from the interview.

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Dr. Charlotte Anabelle de Brabandt Member of the Institute for Supply Management® (ISM®), Thought Leadership Council OM MA GA AZZ II N C CCX XXO O M AAG G A NE E ,, N DO EC VEMBER 2023

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Sustainability in supply chain and procurement means taking into account the environmental, social, and economic impacts of procurement decisions

Dr. de Brabandt, can you brief us about your professional background and areas of interest? How did you get into procurement?

I am a procurement expert with over 14 years of experience in five different industries across three continents. I have a Doctorate in Innovation Management and the adoption of new technologies by the elderly and I am a member of the ISM - Institute for Supply Management Thought Leadership Council.

I am also a keynote speaker and author on the topics of procurement, technology, and leadership.

I got into procurement by chance. I was working as a management consultant when I was assigned to a project on supply chain optimization. I was immediately fascinated by the complexity and importance of procurement, and I decided to pursue a career in the field.

Tell us about your roles and responsibilities as Head of IT Partner Management & Head of IT Governance US at ZF Group.

In my role as Head of IT Partner Management & Head of IT Governance US at ZF Group, I am responsible for managing the company's relationships with its IT suppliers and ensuring that its IT systems and processes are compliant with all applicable regulations. I also lead a team of procurement specialists who are responsible for sourcing and negotiating IT goods and services.

How do you think procurement must react to what is going on in today’s AI driven world?

Procurement must react to the AI-driven world by embracing technology and using it to automate tasks, improve decision-making, and gain insights into the supply chain. Procurement professionals also need to develop new skills, such as data analysis and machine learning, in order to be successful in the future.

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What does sustainability mean for you in the field of supply chain and procurement?

Sustainability in supply chain and procurement means taking into account the environmental, social, and economic impacts of procurement decisions. It means working with suppliers who share the company's values and who are committed to sustainable practices. It also means using technology to reduce the environmental impact of the supply chain.

What are the key procurement trends to keep an eye on in 2024?

Some of the key procurement trends to keep an eye on in 2024 include: • The continued rise of artificial intelligence and machine learning • The increasing importance of sustainability • The growing focus on supplier risk management • The need for procurement to become more strategic and aligned with the business.

How would you describe your leadership style?

I would describe my leadership style as collaborative and empowering. I believe in creating a team environment where everyone feels valued and respected. I also believe in giving my team members the autonomy they need to be successful.

Who is your role model in life and why?

My role model in life is my mother. She is a strong, independent woman who has overcome many challenges in her life. She has taught me the importance of hard work, perseverance, and kindness.

What are some of your greatest achievements in your career till date?

What makes them special?

Some of my greatest career achievements till date include: • Leading negotiations with suppliers that saved the Volkswagen Group more than 1 billion euros over three years. This is a significant achievement, as it demonstrates my expertise in negotiation and my ability to achieve results for my organization.

• Developing and building a procurement department for Porsche Design. This involved developing an ERP system, establishing a new supplier portfolio, and implementing 11 supply chain processes. This is a complex and challenging task, but I was able to successfully complete it, which is a testament to my skills and experience.

• Being named the Rising Supply Chain Star Megawatt winner for 2017, the first European in history This award is given to individuals who have made significant contributions to the supply chain profession. It is a prestigious award, and I was one of the few women to have received it.

What makes these achievements special is that I demonstrated skills, expertise, and dedication to my work. I am a highly accomplished individual who has made a significant impact on the supply chain profession. I want to be a role model for other talents in the workforce, and my achievements show that it is possible to succeed in a maledominated field.

In addition to my professional achievements, I am also a passionate advocate for diversity and inclusion in the workplace and my work is helping to make the supply chain profession more diverse and inclusive.

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Where do you see yourself in the next 5 years?

In the next 5 years, I see myself as a C-Level leader in the field of procurement transformation. I want to help companies to embrace new technologies and innovative practices in order to improve their procurement performance. I also want to help companies to become more sustainable and to manage their supplier risks more effectively.

How has the landscape of procurement changed since you have been in procurement and what advice would you give somebody embarking on a career in procurement?

The landscape of procurement has changed dramatically since I started my career.

Procurement is now more strategic and aligned with the business than ever before.

Technology is also playing a much larger role in procurement.

What advice would you give to someone on the cusp of a Head of Procurement role, or maybe already in a Head of Procurement role?

Procurement is now more strategic and aligned with the business than ever before.

Technology is also playing a much larger role in procurement.

Here are some of the key changes I have seen: • Procurement has become more strategic.

Procurement is no longer just about buying goods and services at the lowest possible price.

Procurement professionals now play a key role in helping companies to achieve their business goals. For example, procurement professionals can help companies to reduce costs, improve quality, and manage risk.

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• Technology is playing a much larger role in procurement. Procurement software is now used to automate tasks, improve decisionmaking, and gain insights into the supply chain.

For example, procurement software can be used to automate the sourcing process, track supplier performance, and manage contracts.

• Sustainability is becoming increasingly important. Companies are now under increasing pressure to reduce their environmental impact and to source goods and services from sustainable suppliers. Procurement professionals play a key role in helping companies to achieve their sustainability goals.

My advice to someone embarking on a career in procurement is to be adaptable and to be willing to learn new things. The procurement field is constantly changing, so it is important to be able to keep up with the latest trends and technologies. I would also recommend getting involved in professional organizations, such as the ISM. These organizations provide networking opportunities, educational resources, and advocacy for procurement professionals.

Here are some additional tips for a successful career in procurement: • Develop strong analytical and problemsolving skills.

• Build relationships with key stakeholders, both within your company and with suppliers.

• Be able to communicate effectively, both verbally and in writing.

• Stay up-to-date on the latest trends and technologies in procurement.

• Be proactive and innovative.

Procurement is a challenging but rewarding field. By following these tips, you can set yourself up for success in a career in procurement.

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