snowforce 2017 keynote - peter coffee

Innovation in Engagement and Connection Snowforce asks; Snowforce gets

Peter Coffee

VP for Strategic Research

Salesforce

You asked for it: you’ll get it

• Trust

Dynamic threat environments; rising awareness and expectations

• Governance

Global markets; narrow perspectives; ‘crown jewel’ data

• Mobility

Productivity improvement; BYOD challenges

• Social Interaction

External communities; internal collaboration; high-velocity operations

• Talent Development and Technology Change

Where will we get tomorrow’s key people? How will practices change?

“The theme this year is the diffusion of tech jobs out of the traditional tech sector and into healthcare,

finance and even in some cases government and retail” – Andrew Chamberlain, Chief Economist, Glassdoor (USA Today, 22 February 2017)

#10: Department of Adult Supervision 50 Best Jobs, February 2017

1. Data Scientist

2. DevOps Engineer

3. Data Engineer

4. Tax Manager

5. Analytics Manager

6. HR Manager

7. Database Administrator

8. Strategy Manager

9. UX Designer

10. Solutions Architect

…

16. Software Engineer

www.glassdoor.com/List/Best-Jobs-in-America-LST_KQ0,20.htm

http://www.glassdoor.com/List/Best-Jobs-in-America-LST_KQ0,20.htm









Evolving “Shadow IT” into “Citizen Development”

“We’ve built more than 200 apps on Salesforce, and most of them were built by ‘citizen developers,’” said Herry Stallings, AVP of Applications Development, USAA. “Salesforce gives us all the cloud services we need to achieve incredible speed and scale in our app development, allowing us to keep innovating and grow our business.”

App Cloud integrates the platform services Salesforce is known for—including Force, Heroku Enterprise and Lightning—with new shared identity, data and network services to empower CIOs to deliver connected apps for any business need. In addition, App Cloud’s platform services include Trailhead, a new interactive learning environment for all Salesforce app creators, and the AppExchange, the largest enterprise app marketplace in the world.

#9 and #8: the Talent Pipeline

“In many industries and countries, the most in-demand occupations or specialties did not exist 10 or even five years ago, and the pace of change is set to accelerate.

“By one popular estimate, 65% of children entering primary school today will ultimately end up working in completely new job types that don’t yet exist.”

– World Economic Forum The Future of Jobs

January 2016

Philippe Kruchten examined 1988 issues

of IEEE Software and evaluated which

ideas “are still important or at least

recognizable.” He estimated that the half-

life of software engineering ideas is likely

not much more than 5 years.

A working engineer needs ~7½ hours’

study per week, 48 weeks/year, to stay as

current as at time of first college degree.

spectrum.ieee.org/riskfactor/computing/it/an-engineering- career-only-a-young-persons-game

Learning to code – a non-trivial skill, but is it a career?

F1 “Driver”: $30 million per year

Long-Haul “Driver”: $90k/year

Uber “Driver”: $34k/year* Think in code?

Career as “coder”?

* www.buzzfeed.com/johanabhuiyan/what-uber-drivers-really-make-according-to-their-pay-stubs

Transdisciplinarity: “We can no longer rely on just bringing together groups of specialists to solve our most complex problems”

Computational Thinking: “To understand the

meaning, the trends and patterns of what the data is telling us becomes paramount.”

– Institute for the Future

Sensemaking: “When you ask creative people how they did something, they feel a little guilty because they didn’t really do it, they just saw something” – Steve Jobs

Social Intelligence: “Influence and relationship-building will now come from asking the right questions, not necessarily having all the answers” – John Hagel

What talents and skills aren’t being replaced by technology?

#7: New demands for sales and service

“247 expectations” are real

www.convinceandconvert.com/social-media-research/42-percent-of-consumers-complaining-in-social-media-expect-60-minute-response-time/

You’re not just competing with “The Competition”

“Multi-device customers…”

Fixed phone and desktop PC are actually in decline

Tablets’ importance to purchasing >> % of device count

You must know the behavior of your customer (or internal user)

“…with 247 expectations…”


hbr.org

You’re Not Just Competing With “The Competition”

“Multi-device customers…”

Fixed phone and desktop PC are actually in decline

Tablets’ importance to purchasing >> % of device count

You must know the behavior of your customer (or internal user)

“…with 247 expectations…”


hbr.org

#6: The future of “the App”?

Phone-Book World • Customer looks up your company by name

Web World • Customer Googles for help

• If you don’t come up on first page, you don’t exist

• If network doesn’t validate you, you don’t get called

Connected World

• Customer searches the app store

• Your app needs to solve problems…

…not just offer information

The “Search” feature tells you something’s wrong

Tomorrow’s “app” extends a lexicon of APIs

Any dedicated UI is just a

“serving suggestion”

But…a silo in your hand…is still a silo

Think through automation – to experience design

blog.xamarin.com/expand-your-apps-reach-with-googles-app-invites/ dzone.com/articles/android-60-marshmallow-and-ios-9

Are “Apps” already legacy tech?

Conversational commerce largely pertains to utilizing chat, messaging, or other natural language interfaces (i.e. voice) to interact with people, brands, or services and bots that heretofore have had no real place in the bidirectional, asynchronous messaging context. The net result is that you and I will be talking to brands and companies over Facebook Messenger, WhatsApp, Telegram, Slack, and elsewhere before year’s end.

- Chris Messina

Conversational connection enables superior experience

The moment social messaging was opened up as a service channel in March 2016, the volume of messages shot up. KLM gets on average five questions a minute via Facebook Messenger, with 13 messages a minute during peak times (15h-17h)

Doing this with people is not sustainable

Doing this with algorithms is essential

Doing it everywhere is finally an option

#5: AI leverage will be crucial

What was “artificial intelligence” supposed to be? (emphasis added) What was “artificial intelligence” supposed to be?

A PROPOSAL FOR THE DARTMOUTH SUMMER RESEARCH PROJECT ON ARTIFICIAL INTELLIGENCE

J. McCarthy, Dartmouth College M. L. Minsky, Harvard University N. Rochester, I.B.M. Corporation

C.E. Shannon, Bell Telephone Laboratories August 31, 1955

We propose that a 2 month, 10 man study of artificial intelligence be carried out during the summer of 1956 at Dartmouth College in Hanover, New Hampshire. The study is to proceed on the basis of the conjecture that every aspect of learning or any other feature of intelligence can in principle be so precisely described that a machine can be made to simulate it. An attempt will be made to find how to make machines use language, form abstractions and concepts, solve kinds of problems now reserved for humans, and improve themselves. We think that a significant advance can be made in one or more of these problems if a carefully selected group of scientists work on it together for a summer.

A PROPOSAL FOR THE DARTMOUTH SUMMER RESEARCH PROJECT ON ARTIFICIAL INTELLIGENCE

J. McCarthy, Dartmouth College M. L. Minsky, Harvard University N. Rochester, I.B.M. Corporation

C.E. Shannon, Bell Telephone Laboratories August 31, 1955

We propose that a 2 month, 10 man study of artificial intelligence be carried out during the summer of 1956 at Dartmouth College in Hanover, New Hampshire. The study is to proceed on the basis of the conjecture that every aspect of learning or any other feature of intelligence can in principle be so precisely described that a machine can be made to simulate it. An attempt will be made to find how to make machines use language, form abstractions and concepts, solve kinds of problems now reserved for humans, and improve themselves. We think that a significant advance can be made in one or more of these problems if a carefully selected group of scientists work on it together for a summer.

The challenge of “AI” was somewhat…underestimated

• Automatic Computers: “The major obstacle is not lack of machine capacity, but our inability to write programs taking full advantage of what we have.”

• Neuron Nets: “How can a set of (hypothetical) neurons be arranged so as to form concepts.”

• Self-Improvement: “Probably a truly intelligent machine will carry out activities which may best be described as self-improvement. Some schemes for doing this have been proposed and are worth further study.”

Is it, finally, just about letting a machine know enough?

“When Mike was installed in Luna, he was pure thinkum, a flexible logic—‘High-Optional, Logical, Multi-Evaluating Supervisor, Mark IV, Mod. L’—a HOLMES FOUR. He computed ballistics for pilotless freighters and controlled their catapult. This kept him busy less than one percent of time and Luna Authority never believed in idle hands.

“They kept hooking hardware into him – decision-action boxes to let him boss other computers, bank on bank of additional memories, more banks of associational neural nets, another tubful of twelve-digit random numbers, a greatly augmented temporary memory.

“Human brain has around ten-to-the-tenth neurons. By 2075, Mike had better than one and a half times that number of neuristors.

“And woke up.” - Robert Heinlein, The Moon is a Harsh Mistress, 1966

Is reality going faster than we ever dared imagine?

Consider an IBM Blue Gene /L

• 1.57 million processor cores

• 18 cores per processor chip

• 1.47 billion transistors per chip

As best I can tell, that’s ~12,800 1010 transistors ~8,500 Heinlein’s “Mike”

Are machines becoming, actually, creative?

Phrase-based translation is a blunt force object, mapping roughly equivalent words and phrases. In September Google gave their translation tool a new engine: the Google Neural Machine Translation system (GNMT). It got creative. Google Translate invented its own language to help it translate more effectively.

What’s more, nobody told it to. Stop and think about that for a moment. A neural computing system designed to translate content from one human language into another developed its own internal language to make the task more efficient. In a matter of weeks.

www.linkedin.com/pulse/mind-blowing-ai-announcement-from-google-you-probably-gil-fewster

#4: Big Data and AI: with power comes responsibility

Tied for #2: Connection and Engagement

“Digital Masters excel in two critical dimensions: the what of technology and the how of leading change.”

“Digital Masters see technology as a way to change the way they do business – their customer engagements, internal operations, and even business models.”

Increasingly, the Experience is the Product

“By 2017, 89% of marketers expect customer experience to be their primary differentiator (up from 36% in 2012) – Gartner, May 2016

“We’re not in the basketball business.” - Mark Cuban

“Do what you do so well that they will want to see it again and bring their friends.”

- Walt Disney

Products merely begin the journey to lifestyle enabler

For more than 200 years, Valspar has been chosen for everything from Lindbergh’s airplane to John Deere tractors to Budweiser cans. The company only recently began marketing to consumers and professionals. “It takes more than putting a high quality product on the shelf to win customers these days” – Anne Quirk, Global IT Manager

• 360-degree view of customers by brand and geography

• Cross-silo collaboration on customer service cases

• Consumer channel partner collaboration

Between 1991 and 2005, over $7 billion was invested by Intel and computer manufacturers in advertising that carried the Intel Inside® logo. Intel turned a chip into a brand and that brand into billions in added sales. In 1991, before the start of the "Intel inside" branding program, Intel's market capitalization was about $10 billion. In 2003: $155 billion. Around 70% of home PC buyers and 85% of business buyers state a preference for Intel, saying they will pay a premium for the security and peace-of-mind offered by the brand.

www.fastcompany.com/3004135/marketing-backstory-how-intel-became-household-name www.intangiblebusiness.com/news/marketing/2005/11/ingredient-branding-case-study-intel

Consider the implications of “[Your Brand] Inside”

Connection is the exploding resource

Connected products redefine standards of service

Zero has integrated their products into a seamless customer experience by creating connected motorcycles. An owner can tap the help button in the app and get service advice on the spot because Zero can access key data remotely, diagnose the issue, and schedule an appointment if necessary.

• 50% faster emergency service • 25% reduction in support tickets

#1: Innovation Process Culture

Achieving innovation at Salesforce

“In its early years, the group was delivering an average of four major releases each year. By 2006, the pace had slowed to one major release a year.”

“In 2007, Salesforce.com [adopted] the radically different practices of management known as Scrum and Agile in just three months.” (Forbes.com)

“During the [following] year…Salesforce.com released 94% more features, delivered 38% more features per developer, and delivered over 500% more value to their customers compared to the previous year” (Mike Cohn)

Top Two 2011 • 2012 • 2013 • 2014 • 2015 • 2016

“Conscious, purposeful search” There are, of course, innovations that spring from a flash of genius. Most innovations, however, especially the successful ones, result from a conscious, purposeful search for innovation opportunities, which are found only in a few situations. Four such areas of opportunity exist within a company or industry: unexpected occurrences, incongruities, process needs, and industry and market changes.

Three additional sources of opportunity exist outside a company in its social and intellectual environment: demographic changes, changes in perception, and new knowledge.

True, these sources overlap, different as they may be in the nature of their risk, difficulty, and complexity, and the potential for innovation may well lie in more than one area at a time. But together, they account for the great majority of all innovation opportunities. Peter Drucker, “The Discipline of Innovation,” August 2002

hbr.org/2002/08/the-discipline-of-innovation/

“Conscious, purposeful search” There are, of course, innovations that spring from a flash of genius. Most innovations, however, especially the successful ones, result from a conscious, purposeful search for innovation opportunities, which are found only in a few situations. Four such areas of opportunity exist within a company or industry: unexpected occurrences, incongruities, process needs, and industry and market changes.

Three additional sources of opportunity exist outside a company in its social and intellectual environment: demographic changes, changes in perception, and new knowledge.

True, these sources overlap, different as they may be in the nature of their risk, difficulty, and complexity, and the potential for innovation may well lie in more than one area at a time. But together, they account for the great majority of all innovation opportunit

“Incongruities” are my favorite place to play

Why can't more systems have the power and accessibility of Amazon?

That question led to the formation of Salesforce

Why can't business tools have the community-formation and relevance-recognition of Facebook?

That question led to Chatter and to Salesforce Communities

Why can't business analytics have the immense scalability, irregular-data capabilities, and mobile

usability of common travel and leisure apps?

That question led to Wave and the Analytics Cloud

Why can't marketing address the customer during the multi-year arc of customer journey, across all

the channels that a customer uses to learn and act?

That question led to the Marketing Cloud

• Chatter deployed in 2010 • Platform for innovation • Event-driven

• Non-hierarchical

• Automatable

• Measurable

“I learned more about my company in a few months through Chatter than I had in the last three years”

- Marc Benioff, CEO, Salesforce

Collaboration culture Innovation environment

Innovation in the World

Which of these looks like more your company?

“The most notable difference we see is the presence of the group of highly connected, experienced ‘super inventors’ at the core of Apple compared to the more evenly dispersed innovation structure in Google. This seems to indicate a top-down, more centrally controlled system in Apple vs. potentially more independence and empowerment in Google.”

Wes Bernegger Data Explorer

Periscopic

flipboard.com/@flipboard/flip.it%2FXDlB.e-the-real-difference-between-google-and-/f-7383732a10%2Ffastcodesign.com

Build an ecology: let the world work for you

Joy’s Law:

No matter who you are,

most of the smartest people

work for someone else.

Create an ecology that gets all the world’s smartest people toiling in your garden for your goals.

• Customers: engaged

• Process: transparent

• Priorities: quantified

• Managers: accountable

Success is a team sport

Putting It All Together

Four pillars of digital mastery

Connected: Are you collecting the bits of communication and measurement?

Aware: Are you demonstrating to customers that their connection has impact?

Smart: Are you applying machine intelligence and data science to make your

awareness scalable, consistent, and always becoming more valuable?

Trusted: Do your customers believe that you will

• Collect their data with respect?

• Use it with consideration?

• Manage it with discipline?

All are needed to thrive in a world of smartphone-era customers

“Digital Transformation” is not a technology strategy

Does an athlete have an “oxygen strategy”? • Resources are abundant • Provision is not adoption • Enablement is not culture • Will to win is what’s scarce

Achieving digital representation is the starting line • What makes “digital” special? Potential for transformation & computation • What makes “digital” irrelevant? Poor data quality and bad logic • What makes “digital” strategic? Consistency; Acceleration; Improvement

“If you can see the mountaintop, you may not know the path, but you know the general direction.

“If there’s an obvious path, you’re not doing anything new; if you can’t see the peak, you don’t have a basis for assessing your progress.”

– Dr. Lynda Chin, Chief Innovation Officer for Health Affairs, Univ. Texas

Where no one is already going

Where are the peaks without trails?

Conference Board CEO Challenge, 2016

- Talent attraction and retention

- Leadership development

- Growth in emerging markets

- New competitive challenges

- Customer engagement

Don’t wait for a job description

Start something

Your first follower makes you a leader

Thank Y u

Peter Coffee VP for Strategic Research [email protected] @petercoffee in/petercoffee Creative Commons Attribution-NoDerivatives 4.0 International