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Tony Saldanha joins us and shares the careful steps that need to be taken in order to implement automation and improve processes: "I think you almost have to have a parallel strategy of automate and transform or disrupt. Because when you kind of look at things like data and AI, I think that's your disruptive part. And you have to be able to walk and chew gum, which is operate and automate and disrupt at the same time."

Lee Coulter joins us and shares the end game in implementing new automated processes: "the reality is that you're not going to want to build heavy IT integration between all these systems. You're always going to be looking for something to stitch these things together in ways that are important to the business that drive some sort of material outcome."

Viral Chhaya joins us and shares the importance of recognizing your company's strengths as well as it's weaknesses: "The one interesting new thing we are doing is, we do callbacks not only for our detractors, low scores, we also do callbacks for our promoters. To also try and understand what is it that we are doing right, because as an organization we believe in the philosophy of strength finders, and therefore we want to capitalize on them and do more of it so that the hope is that we don't have as many detractors. "

Nadia de Villa joins us and shares Manulife's digital transformation strategy for the future: "One is delivering on the digital capabilities and defining what that means in selling insurance in all channels with all our products, but also we're standing up a new delivery model. So we're adapting agile, truly transforming the organization from being a technology discrete project type delivery model to Agile as an organization.:

Steven Jo joins us and shares Silicon Valley Bank's approach to transformation: "We have a new process, new platform, new operating model. We build it out, full agile, and as we're rolling things out, we're creating new teams that are doing certain work that supports our internal and external clients."

Kamila Grembowicz joins us and shares her experience in implementing Global Business Strategy at Adidas: "I think every company has a different culture, a different structure, and every GBS looks different. If you have a company where GBS concept is really not liked by the people, they didn't adapt to change, they maybe went too aggressive in the cuts straight away without the quality. You can have different reasons why you go back to functional model."

Deepak Subarao joins us and shares the value of working smart and not hard: "If it doesn't add value to the business and if you don't get paid more, really there's no value by working more. So how can you get the same job done in eight hours, is it possible? Let's see now."

Anil Bhavnani joins us and shares the similarities and differences of processes when it comes to digital integration: "Digital is different in a way that you're focusing more on how you can leverage technology, and it is the same in a way that ultimately you have to focus on the process. So even when you are doing integrations, typically you are focusing on the process because you're kind of integrating onto one ERP."

Anders Emil Balk-Møller joins us and shares how AI and Robotics needs to develop and evolve within a company: "I want to be a different offering than the traditional IT development. Maybe also more into, that the business is doing that themselves. Right now, we're still depending on IT for our robotics development. This might not be the case in a couple of months, or years, that the business can do it themselves."

Beju Shah joins us and shares the importance of understanding and contextualizing data at The Bank of England: "Within our organization for PRA based data, supervision of banking data is about 80% digitized. The fabric's there and we're collecting it digitally; that now means that perhaps we need to look at the content to see if we can clean up the content and the definitions or we can make that more efficient, and how that then aligns to other jurisdictions and so on."