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Speaker 1: This is Bloomberg Business Week with Carol Messer and Jason

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Speaker 1: Kelly on Bloomberg Radio. Alright, so, Carol, we spent a

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Speaker 1: lot of time last year talking about the big tech names,

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Speaker 1: how successful they were. We were talking earlier in the

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Speaker 1: day about the fact that after the close we have

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Speaker 1: another trillion dollar company in that so, you know, trillion

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Speaker 1: dollar companies, they're you know, they're popping up everywhere. Exactly

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Speaker 1: what's happening sort of underneath all of these technologies and

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Speaker 1: what are the trends we should be worried about. We're

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Speaker 1: gonna put all of that to Bill Briggs, chief Technology

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Speaker 1: Officer for Deloitte Consulting. He's here in our Bloomberg Interactive

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Speaker 1: Broker studio based out in Kansas City, although unfortunately for him,

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Speaker 1: he's a Bengals fan, so only taking part sort of

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Speaker 1: kind of in a secondary or maybe a sort of

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Speaker 1: second hand way and all the excitement's going on with

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Speaker 1: the chiefs. But we'll get to that later. Yeah, you

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Speaker 1: do think to be and I own it. I know

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Speaker 1: that must be must be tough for you a cocktail parties.

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Speaker 1: But um so let's talk about your your tech trends

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Speaker 1: Insights Report because it is an interesting time, especially because

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Speaker 1: it feels like skepticism around technology could be at an

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Speaker 1: all time high. I think you have to flip it

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Speaker 1: in for our for Thoy's clients, fortunate five hundred large

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Speaker 1: government agencies, it's almost the opposite of the potential is

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Speaker 1: so untapped, as so much that's happened in the last

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Speaker 1: we started this report eleven years ago, and the things

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Speaker 1: that were front and center, then cloud, and then move

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Speaker 1: to analytics and data and you know those are still

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Speaker 1: relevant and there's still so much upside to be had,

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Speaker 1: and now you move into the things kind of driving

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Speaker 1: today and tomorrow, blockchain and AI and quantum, and so

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Speaker 1: there's untapped, huge potential to drive all kinds of frontline

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Speaker 1: new products, service offerings and back that have work. It's done.

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Speaker 1: So that's the I mean, the theme is a very

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Speaker 1: optimistic theme of how do we apply technology to transform

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Speaker 1: and disrupting and innovating. But the skepticism is there too,

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Speaker 1: which I think is healthy to keep that because one

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Speaker 1: of the things you talk about in the report, I

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Speaker 1: think is ethical technology and trust, and I would imagine

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Speaker 1: that that becomes a big theme as people are rolling

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Speaker 1: things out, especially if they're customer or consumer facing. Yeah,

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Speaker 1: and how do you make that an actionable you know,

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Speaker 1: So we had risk forever in technology, so we'd say,

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Speaker 1: how do we actually manage the risk of delivery, risk, operations,

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Speaker 1: security and privacy, regulatory compliance. The shift to say the

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Speaker 1: ethics simlarity of what we do and just because we can,

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Speaker 1: should we? And how do we make that a very

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Speaker 1: strategic conversation and not something we're surprised by after the

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Speaker 1: fact worst case or a compliance based activity which is

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Speaker 1: not doesn't feel right? So how do you do that

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Speaker 1: in authentic way, a transparent way. It's not just for

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Speaker 1: customers and product, it's also for your people, your employees

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Speaker 1: and how work is transforming inside the enterprise. Well, it's

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Speaker 1: interesting too because I feel like UM in terms of

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Speaker 1: gaining customers trust and brand loyalty. I mean, some of

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Speaker 1: the tech brands, whether it's you know, privacy invasion or

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Speaker 1: data leaks and so on and so forth, that has

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Speaker 1: certainly come under UM some stresses as of late. So, uh,

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Speaker 1: specifically does it get better? You know what? What's the

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Speaker 1: future for that? Well, you see some organizations starting to

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Speaker 1: use that as actually a branding position of the fact

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Speaker 1: that We have that front and center in our mission,

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Speaker 1: in our brand, in what we do. Don't sell your data,

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Speaker 1: we don't or whatever whatever it may be. Yeah, and

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Speaker 1: you like one of the trends this year is the

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Speaker 1: human experience platform, which is the idea that we can

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Speaker 1: use with computer vision and with voice detection and with

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Speaker 1: sensors understand an individual's emotional state and use that to

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Speaker 1: help interact with them in a more authentic, engaging way.

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Speaker 1: That's one that has the potential to cross that line

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Speaker 1: of if done the wrong way, that could be very creepy,

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Speaker 1: very unsettling. If done the right way, there's a ton

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Speaker 1: of utility for the individual and employ your customer, so

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Speaker 1: they What I love is the trends. The convergence of

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Speaker 1: the trends is the most important piece of the report.

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Speaker 1: None of them individually is sufficient. Right, we want to

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Speaker 1: talk I want to talk a little about the finance

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Speaker 1: sector because I feel that I'm just kidding all right, listen, listen,

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Speaker 1: But I feel like we have silky stories that come

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Speaker 1: out about fintech startups, uh, and we see more and

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Speaker 1: more technology invading the financial space. What was it the

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Speaker 1: story that we had about like, oh Trader's bonuses, like

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Speaker 1: that's that culture is going away because there's a lot

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Speaker 1: more technology involved in the trading realm. So like, what

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Speaker 1: do you guys see one thing is fascinating. The trend

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Speaker 1: isn't about this point, but it's very real. When you

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Speaker 1: think about digital transformation into the finance organization is a

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Speaker 1: huge potential that doesn't often get the attention. This trend

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Speaker 1: is is the convergence of with the need to drive

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Speaker 1: investments in emergency tech and new ways of innovating with

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Speaker 1: the realities of the CFO c I, a relationship historically

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Speaker 1: hasn't been the strongest. You know, there's a bit of

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Speaker 1: unflict still with everything that's gone on, Well, what do

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Speaker 1: I feel like the the Chief Information Officer now has

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Speaker 1: a seat at the table they do and and the

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Speaker 1: beauty is the CFO was becoming a part of the

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Speaker 1: discussion of how do we fund these investments, how do

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Speaker 1: we think about our technology spending in a different way

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Speaker 1: not too long ago as all, how can we squeeze

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Speaker 1: the cost and how do we drive efficiency and efficacy?

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Speaker 1: And the whole trend is about, hey, how do we

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Speaker 1: actually think about more agile funding, different funding methods And

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Speaker 1: we had before you know, if finance is a constraint

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Speaker 1: the funding angle of the capital we have to deploy,

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Speaker 1: how do we optimize that impact and return not try

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Speaker 1: to minimize the expenditure. Right, So it's almost flipping it

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Speaker 1: on that side of a successful organization that's healthy is

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Speaker 1: actually spending more in technology, not less so as you

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Speaker 1: go through your job, and I was reading a little

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Speaker 1: bit about you before we started the interview, this idea

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Speaker 1: that you're not just talking like CTO to ct O anymore.

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Speaker 1: I feel like part of your job is really talking

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Speaker 1: to the CEO who he or she has to be

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Speaker 1: much more, not just conversive, but maybe fluent in in

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Speaker 1: what you do A thousand percent well, we use the

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Speaker 1: term tech fluency tech savv nous and it started with

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Speaker 1: something within the tech cord to understand what was happening

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Speaker 1: in these emerging areas. It now has shifted squarely into

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Speaker 1: the CEO, the C suite, the board. Like last week,

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Speaker 1: I hosted twenty five board members at c e S

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Speaker 1: a curated experience and it wasn't about what specifically on

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Speaker 1: the floor might trigger an idea back in their business.

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Speaker 1: Is more a great personification of all the change happening,

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Speaker 1: and what is the responsibility. You know, it's not enough

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Speaker 1: to have a tech committee and say it's someone's responsibility

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Speaker 1: that's thinking about this. It is that shared fluency of

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Speaker 1: oversight at the governor's level front and center, strategy relevancy,

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Speaker 1: how do you compete? And at the c suite that

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Speaker 1: the c i O was a central part of the equation.

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Speaker 1: But it's not just the tech exect job anymore. Well,

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Speaker 1: because presumably if you're a board member, you are much

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Speaker 1: more concerned in the world of cyber attacks, in the war,

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Speaker 1: in a world of much more complex technology. You can't

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Speaker 1: now be in a position where if something bad happens,

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Speaker 1: you can't just sit in the board and be like,

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Speaker 1: I don't understand one of these guys are talking about, right,

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Speaker 1: and I didn't. Okay, the spending on improving the assistance well,

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Speaker 1: and and then take that to the next level of

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Speaker 1: and how are we making investments to be relevant for tomorrow?

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Speaker 1: Which is the strategic angle that's the most important to me. Yeah, exactly, exactly,

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Speaker 1: all right, fun, thank you so much for stopping by

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Speaker 1: Bill Briggs, Chief Technology Officer Delate Consulting here in our

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Speaker 1: Bloomberg Interactive broker's studio,