CIO Investment Strategy 2022 (with President of UPS Information Technology) | CXOTalk #725

CIO Investment Strategy 2022 (with President of UPS Information Technology) | CXOTalk #725

Show Video

On an average day, we deliver like 26  million packages and documents. That's a lot.  Satyan Parameswaran is the president  of information technology at UPS.  We operate in 220 countries and territories.  That's the starting point. In the U.S. alone,   we may do 70 million pickups and 24 to  25 million deliveries every single day. 

How many facilities we have around the world to  do this is close to 2,000 facilities where we   receive the package, where we just sort  them through. Many of them are hubs and   destination loads. It's a magnificent, worldwide,  complex logistics operation. That's what we have.  One of the things that just amazes me is the kind  of tracking that you do. What I really like is the  

map where you can follow along with the package. Follow My Driver, I believe you are referring   to that. It's a cool feature, and it is  not just eye-candy. To make that happen,   the technology that has to work  behind the scenes is incredible. 

We need to make sure that where exactly that  package is, which package car we loaded it,   which driver is actually running the package  car, where is he, and all the telemetry that   is coming from the package car that is carrying  the package brought back in time so that it is   relevant information where you can see how your  package is coming to you. It's a cool technology,   and we do it at scale. It's a lot of technology  behind the scenes that makes it look simple.  What is the role of IT at UPS? Is it  just internal-facing? Do you intersect   with this kind of technology that you were  just describing? Give us the lay of the   land as far as what your organization does. Technology is not just an enabler to do the  

function. Technology is the function. What I mean by that is   logistics, moving things from point A to point  B. It's a massive art of results allocation.  You need to know where to send your  service provider to pick up the package.   When the package comes in, you need  to know what you are doing with that.  

When you receive a package, you know where  it is going and what's the destination.   So, you have to create the life flow for  the package because you have to help the   package to flow through the network. And you  need a technology to do all those things.  In a sense, we are actually an engineering company  that has a lot of trucks and service providers,   which helps us to run the network, manage the  network so that we can provide the only one   thing we are known for, just service. We are  known for providing package delivery services.   Technology is the one that helps us to do that. What I find particularly interesting is,   for many IT departments, really the focus is on  (we could say) corporate administrative functions,   right? Making sure that the ERP system works,  that the email works, and so forth – that kind   of infrastructure. But in your case, you're  involved with supporting, supplying technology   at the scale of your customers. That's  pretty unusual for an IT department. 

Actually, marry the digital and physical world.  The physical world of moving the packages,   putting them on the fleet, and moving,  sorting, and scanning has to be   facilitated and enabled by technology. So, this is  where technology has to facilitate the movement.  It is a perfect marriage of physical and digital  world. That's what we use technology at UPS.  Can we talk about the way you think of IT  investment? The reason I ask is because the   investment priorities and your approach to  the way you invest certainly reflect where   your focus is and, at some point, it aligns (I'm  sure) with corporate mandates and the strategic   goals of the company. Can you give us some  insight into how you think about investment?  If any corporation is run for making profit, you  would always want to maximize the profit. That's  

one. But the profit is not every single thing  that you have to do to be profitable. It should   be sustainable. Other investment philosophies,  they keep evolving with the modern standards.  Carol told me (our CEO). She says it the best.  Our strategies and models, they are going to be   better if not bigger because the earlier parts,  we were expanding, and then we had capacity.  

Now we are going through the investment  phase of how to run the network,   manage the network in a much more efficient way. We are striving to be better. How? The technology   investments. In a word, more digitization,  more data-driven decisions, taking humans   away from decision-making and, more importantly,  automation. Our investment is going to be focused   on digitization, data analytics, and automation. Can you break that down for us? When you  

talk about digitization, what  does that mean for you at UPS?  We are known for doing one  thing. We deliver packages.  Delivering of packages and our service is the  most important thing for us. To provide service,   we employ physical resources at different places. The technology that helps us to   employ the right resources at the right  time is digitization because for us to   exactly make the package move and hit the  appropriate nodes in our network, we need   a technology, and it has to be timed. For that,  we need a digital view of how our network is run.  When we say digitization, we spent an effort  in building a true digital twin of our network.  

Once you have the digital twin, you exactly  know at the macro level and at the micro-level.  You can take back say – you know what – how  10,000 packages are flowing through this channel   and go down to the one package that was shipped  by Michael – "What's happening to it? Is it going   as part of the plan or is it off-plan? How can I  address it?" That's what I meant by digitization.  When you talk about creating  a digital twin of the network,   define a little more what that means because  you don't mean your computer network. You're   talking about the UPS network as a whole, right? Yeah. We have the digital twin that'll tell us  

(given a package center), four days in advance,  how many packages are going to come in;   three days in advance, how many packages  are going to come in; and I would know   what I am expected to receive later today  (at every single package center). We have the   ability to know this is what we are planning  for and, when it goes through the network,   two days down the line, this center is expected  to sort this many packages that'll go through.  We have the digital footprint  of our entire network   made available to us. That helps  us to make decisions very quickly.  Many times, the decisions are not even made  by humans. The accuracy of the forecast is so  

close to making automatic decisions.  That's how we do manage the network.  How do you even approach such a thing? Creating a digital twin   starts with process mapping. We move  packages, so we take two steps back.  If we receive a package, how do we facilitate  the movement? Whereon the events that'll happen   needs to emit a digital signal. That has to  be captured so that we know what happened.  I'll give a simple example.  You go to You want   to ship a package. You live in Boston, isn't it? From Boston, you want to ship something to, say,   San Francisco. You go there, and then  you say, "I have a two-pound package,  

ground package I want to ship. I'm going  to drop it off here and prepare a label."  That electronic intent for you to send a  package comes to us. That's the starting point.   We know Michael is going to ship a package  and, by the way, it's going to start in Boston,   and this is what he says is the date. I still do not know where you are going to drop it   off because you can drop it off in the UPS Store  or in a customer counter or in a dropbox in a   junction. We don't know, but we know Michael  has the intent. That's the starting point.  Then when you actually drop off, then the driver  picks it up. If it is a high-value package, he may   scan it, or he takes it to the package center. When it goes through the belt, we scan the  

package, so that's the induction point. We know  the package Michael said he was going to ship   got shipped and this is where we picked it up. Then we try to plot the course for the package   how it's going to go from Boston to San Francisco.  It went on a scanner. Then it goes into a trailer.   We scan it, so we know even that  this package got into the trailer.  The trailer leaves the facility. When it  leaves the gate, it emits, "This trailer   left this facility," and this trailer is going  to drive for, say, maybe eight hours, ten hours.  

It'll reach a hub. Then it may go to Chicago. Every junction point, we emanate digital signals,   and then we collect them. Like this, 22  million packages a day, they generate.  All the sortation equipment, all the scanning  equipment, all the tractors, the trailers, they   all emit signals. We gather them just to put them  together. That's how we create the digital twin. 

How much of your network, of your equipment,  of your trucks and so forth are equipped   with the technologies that are  needed to do this kind of tracking?  All of our package cars, they are wired with  the telemetry and the telematics. They all   have it. They all have sensors. Some of them have  forward-facing cameras. They all have GPS signals.  The tractor-trailers that run our feeder network,  they all have GPS signals. Then our network is   digitized to the extent that we  actually can practically afford it.  One of the issues that many CIOs are  concerned about, of course, is supporting   the corporate strategic goals. But that's not  always so easy. How do you think about that  

issue, and what do you do about it (especially now  in this very changing environment that we're in)?  It's all about the priorities. We know  all the things that we need to do,   and we have to prioritize and employ. We have requests that are coming to us. "Hey,   we want to introduce these new products." Somebody  might come and say, "You know what? We want to  

introduce a new way we are going to interact  with the customers," so customer engagement.  We may have requests from our  engineering department. "Hey,   we would like to automate this section of the  operations. We would like to buy three or four   different robots that can pick and pack stuff." We may receive a request for autonomous-guided  

vehicles. "Hey, in this center, we would like to  buy four autonomous-guided vehicles so that they   can carry stuff from one end of the center to the  other end of the center without needing humans."  All these requests come to us. We just look  at them. What gives the best value to meet   the corporate goals (becoming  better but not necessarily bigger)?  Every single thing is streamlined towards  one goal. How are we going to run the network   more efficiently, and how are we going to be  better? What can we do to improve reliability   of the network? All of our investments are  targeted and guided by those principles. 

It sounds like your investment priorities  are following both innovation and efficiency.  Absolutely. Innovation and looking at  improving the efficiency are always   going to be the two sides of the same coin.  I am responsible for the program area. Okay.  We have been delivering packages for so many  years. A typical day, our drivers leave the   building. They may drive around 200 miles. They  may stop at 125 places, deliver packages, and come   back. This is what they do every single day. We took a program stating, what can we do to  

reduce maybe three to four miles per day per  driver? If you look at it, 3 to 4 miles on   a 200-mile burn, most of the organizations  might think that is a statistical anomaly.  How do you measure a 3-mile or 4-mile savings  (in some cases, 2 miles) on 200 miles?   But that's where the engineering  efficiency comes into the picture.  What time does the package leaves? Does  the driver always have the latest and   greatest information? Can we chart his course  so that he can shave off like 500 yards here?   Maybe he can save 30 seconds there. We are always looking to improve  

efficiency because, from the customer point  of view, the driver is still showing up,   and they are still delivering the package in the  delivery window that was promised to them. They   won't see, but we still have to look at how can we  reduce the mileage per day without affecting the   service. We will always look at those things. We have an interesting question from Twitter.   Arsalan Khan wants to know about the role that  enterprise architecture takes in looking at your   organization in a holistic way. He's even  weaving in looking at supply chains, so the   role of enterprise architecture in all of this. I actually was an enterprise architect for UPS.   I served as a principal architect  for several years looking at how   to redo our one Z tracking number. How will we  do our regulatory and compliance activities? 

Since we are running the network, the decisions  we make are extremely important. Our enterprise   architecture group is very, very active. We have an active architecture review board.   I am part of that. We sit and review all the  strategic investments and technology choices   and approve for implementation with  the current and future in mind.  Our technology choices are always forward-looking.  We have a very, very active EA group in UPS. 

Where do you see this evolving over  the course of the next year, given   the fact of the pandemic and the difficulty of  predicting volumes because of changes in society?  When we talk about pickup or volume, which  will eventually influence the truck to deliver,   we are talking about the pickup volume that can be  influenced by so many things: customer behavior,   weather patterns, geopolitical  events, even regulatory complaints.   So many things influence it.  Forecasting with accuracy is a challenge.  We all strive to create a mechanism  

used in which our forecasts can be better. That's where our investments in the last few years   on a platform called Heat harmonized  the enterprise analytics tool.   This is the data-driven digital twin enabled  forecasting platform where we collect the data.  We sit on mountains of data. All the package  delivery events that we have gathered over   so many years, they are sitting on it. We can use  that to reasonably predict what's going to happen.  We look at it like our whole network has  two capabilities and two characteristics:   normal weeks and the weeks between Thanksgiving  and Christmas. We have so many models  

and so many practices that we engage with  our customers too closely to ask them, "Hey,   what do you think is going to happen?" because  we do not want to disappoint our customers.  We do not want to fail on our promises, so we  engage with them, get the forecast from them.   Using historical data, using our models, we try  to predict. And our forecasts are, I would say,   very, very decent. Decent to the point that we  can make autonomous decisions based on them.  I am not talking about 70% accurate. I am  talking about mid-90s, mid-90s and upper 90s  

forecast efficiency. That's pretty incredible   given your scale. But what happens when you have  some type of event or situation that takes place   in some part of the world or, in the case of  the pandemic that affected everybody, more   or less within a relatively short period of time? This is where our management of the network using   technology comes in handy. Let us not even talk  about the pandemic, which is at global scale.  We had snowstorms in Texas  in the month of February.  

The whole state was almost frozen. Yeah, that impacted our network.   But the way we handled it was we looked at  it. What are all the roads that are running   at deprecated capacity? What are all the things  that are frozen? We diverted our network around   it so that the network can keep on running. See, the one thing I always tell everyone is  

running a network is like writing  a bicycle. You cannot stop.   You have to keep running. There is no place for  you to park some packages for X number of days.  There are no barrels attached to the network. It  is like an oil pipeline. It has to keep running.  The art of we running the network is having  the digital twin, having the insight, "Hey,   that's where a choke is happening. Let  me route the packages around the choke  

point." That's how we manage. A pandemic, yes, it was   an event that affected the way we run the network,  but technology helped us tremendously to run the   network very, very efficiently. You might have noticed our   vaccines, the technology that we used to deliver  vaccines. We are almost 100% on time, 99.99%.   How? Purely because of technology. The technology was not developed overnight.   The technology was the constant look ahead. We were preparing for how will we create new   healthcare products. We were preparing for that. The technology we used and the technology we  

created came in very handy, and we had the ability  to scale it up to deliver COVID vaccines. That   came in very handy to us all about being prepared  and having the right technology available to   manage the network in a much, much better fashion. How does your organization   work with other parts of UPS to ensure that  you're delivering what they need, essentially?  Even though I represent  technology, the technology I build   has only one purpose. It has  to support the business needs.  We work extensively with our  product owners and the dreamers on   what exactly is needed, how we are going to  launch the product, and make sure that whatever   we deliver is in line with their expectations. I'll give an example. We introduced UPS Premier  

Gold Services. It was a project  that was started a few years back.  If you are going to ship healthcare products,  customers might want to know where exactly their   products are because it's too  important to them. They need to know   exactly what's happening and you cannot afford  to lose it. Timing is of extreme importance. 

We created RFID-based labels, which  can emit signals, and it can kind of   keep on declaring, "Hey! This is where I am."  We have sensors put all over the place, and   it was a project that we were gearing up. It was doing well. Then the pandemic came.   But we were already prepared with the  healthcare product, so we could scale it.  If you come to my office any time, you will  see me surrounded with lots of technology.   Maybe 70% of them may not become  practical. They may not go anywhere.  

However, we always keep looking at our technology  (along with the product we want to see), and say,   "This is what we see. Can this become a product?" The ultimate question is if you make something a   product, is somebody going to pay for  it? Will this be a sellable product?   Will this make our service better? That's how  the questions come in, and we go through that.  If we look at smart labels, you went through a  design process, various parameters to come up   with the right technology, I'm assuming. The concept of smart labels is not new,   like the first generation (if I remember it right)  of the smart labels – the information about the   package is present on the label itself – may date  back to the early '90s. So, UPS came with the  

6x4 smart label with the 2D code. It's called  a maxi code with the double bull's eye,   which carried enough information so that, when  you scan it, you know what to do with the package.   You don't need anything else. The package will  tell itself, "Hey, this is where I want to go."  From there, we have come a long way. You don't  have to scan. The package can declare where it is,  

and you can instruct the package  what it has to do at the next step.  When the service provider is delivering  the package, the package can tell, "Hey,   make sure that you get the signature from  the receiver." We can make that smart package   really smart and instructive. We have a couple of really interesting  

questions from Twitter. Arsalan Khan says, "With  so much data that you're gathering – and data is   an asset for the entire organization –  what happens if executives don't agree   with what the AI is predicting about the data?"  When you use machine learning and your executives   look at this and may say, "Oh, I don't agree with  that. That doesn't make sense," even though that's   what the data is saying, what do you do? How often  does that happen, and how do you manage that?  Any time you bring in your decision-making  mechanism, whether it is AI or machine learning,   it will take time for people to accept it  and understand it. The typical reaction is,   "Oh, I know it better. Come on. Why are you saying  that it is going to have only 74% chance that he's   going to meet the package?" "Oh, I have seen it." Those things are normal.  

The act of repeatedly demonstrating that the  decision is reliable is the only way to gain   confidence. That's the generic part. The reality is   the forecasting and prediction I am talking about  is extremely physical, so there are no two ways.   When you say this sort has to handle like 8,000  packages, and if you are going to sort 1,700   packages or 1,800 packages, it's reality.  There are no two ways people can argue.   Either you are off or you are not off. When it comes to product efficacy – oh,   how many people are going to buy? – it is  always subjective. It is actually your taste.  

How can the AI come and control somebody's  emotional attachment? It will take time,   and the people will learn to trust the AI or  the AI will prove itself to be not so great.  It sounds like, in your case, given the  accuracy of your delivery predictions,   it sounds like the machine learning,  the AI is doing a pretty darn good job.  The AI and the data platform we are doing, it is  right now helping tremendously to run the network.  

What I mean by that is, I live in Parsippany. The  Parsippany hub, it will say, "You know what? Hey,   manager. Be prepared to handle," I'm just throwing  out a number, "a thousand packages this morning."  He can plan his staff. "In order to sort  and deliver these packages, I need this many   heads," so it helps them. If there is 950  versus 1,050, the decision is going to be good.  The act of, "Hey, this package will land in  Michael's door between 2:00 p.m. and 4:00 p.m.,"  

that is calculated throughout the lifecycle of  the package that goes through the network. These   two things come together at a convenient point  and it keeps on evolving because the physical   conditions can tremendously affect the network. You are always planning for potential sources   of disruption. Essentially, that's the  nature of your business. That's what you do. 

When we say "always," I truly mean always. Every  single day, we collect close to a billion events.  We keep looking at the network. Is this  package getting delayed by 30 minutes,   20 minutes? Is it going to hit this  particular sort. Is it going to be late?  That's what we mean by creating the digital twin.  You keep collecting a billion, a billion-plus  

events throughout the network, map  it, then plot it, and then plan it.  We have another question from Twitter,  from Lisbeth Shaw, who is asking,   "Besides digital twins, what other strategic  IT investments are being planned for 2022?"  We live in the physical world, so employee  safety is of the utmost importance.   The technology that'll help our employees  to be safe and be efficient, that's one   part. It could be as simple as implementing  forward-facing traffic monitoring cameras,   which will help them to provide driver  feedback and things like that. That's one.  Automation, where we are introducing automation,  like some robots that can sort the packages   and move the packages, load the packages.  Automation, the employee safety, of course,  

always the operation is research-based. How can  I run the network better? In broader themes,   when you bring these things together, it  will help you to plan for the investments.  When you bring what together, precisely? ( 00:29:55) When you bring the different   philosophies – we need to invest  in making our employees safe,   we need to invest in making our automation  better, we need to improve our digitization   better – when you bring these things together,  it'll give you your investment philosophy. 

The key to the success of making the right  investments is real clarity and simplicity   around the nature of the goals. Is  that an accurate way to state it?  It's a much better way to state it because, like  I said, we are a service-providing company. The   service providers have to be safe. The mechanism  used which we are providing the service has to be   efficient. How can we keep on improving it? Our philosophy is always towards, how can I   do better with the technology on improving the  service, whether it is the reliability of the   service, scalability of the service, or how to  do it cheaper. We have one single-minded goal.  Really, it's these three pillars of  safety, efficiency, and innovation. 

Yep. We have another question from Twitter,   again from Arsalan Khan. Arsalan is really on a  roll. He's wondering whether you have any thoughts   on the use of blockchain technology for UPS. Absolutely. Our supply chain logistics group  

always explores the use of  blockchain. That's not with me,   but we always partnered with several partners  to explore the practical uses of blockchain.  Do we have anything that says the 25 or 26  million packages that we deliver every day,   do we need to have blockchain technology? We  are not there yet because we kind of operate   in a trustworthy environment to start with.  But we will, always, in the quest of looking   at what can we do with logistics. There  is a group that does explore blockchain.  When you say you're operating in a  trustworthy environment to start with,   what do you mean by that? I know Michael is getting the package to me, and   I know Michael. Most likely, you would have paid.  I do not have to worry about the authenticity of  

the package that Michael is getting to me. It's  a package to me, and I know the destination.  Blockchain kind of technology will come into the  picture when you need to ensure the transport   worthiness and the transparency end-to-end.  So, it has its use cases for small package   delivery. It's not there yet. We looked at it  a couple of times, but the time is not there.  One of the things that I find very impressive  about what you're doing is the clarity and again   the simplicity of the business goals: safety,  efficiency, improved quality of service (meaning   innovation). I think many organizations  struggle with boiling things down to that   level of simplicity and clarity. My question  to you is, how does that support, again,   the investment goals, and what are the  obstacles that you see other IT leaders,   other organizations facing that interfere  with being able to boil things down like that?  These types of strategic decisions and  alignment has to happen from the top.  

We are blessed to have our executive leadership  team which sets the very unambiguous,   precise goals on what we need to do  for the next three to five years.  From there, it is the task of, if this is what  it is, how we are going to apply our resources   to achieve it. The thought leadership or the  executive level is of the utmost importance.  Of course, when you have a large organization  (different business units and functional units),   sometimes they may compete for the same resource.  People competing for the same resource is, yeah, a   known challenge for all organizations.  But that's where the prioritization and   the clarity of "this is where we are going to  focus our effort" comes in very, very handy.  We have, yeah, a very good executive  leadership team that sets very precise goals. 

When you have that lack of clarity, there's  a breakdown somewhere between the folks who   are setting the agenda and the message that  people inside the organization are receiving.   Is that another way to look at it? That is correct. I will even use   some phrases we often use internally. We have a very, very competent team.   We can do anything. But we cannot do  everything. That drives our investment.  Hey, these are all the resources we have. We  can do anything we want but let us agree on   what's the most important thing we want to  deploy our resources. It starts from there. 

Again, establishing really clear,  straightforward priorities that   everybody understands and get behind. Yes. I'm not even giving any corporate cliché. If   you come to our team, if you ask the team, "What  are the top three things you guys are working on?"   you will hear the same answer. No ambiguities.  They're all rowing in the same direction.  I'm assuming part of that has to be the maturity  of UPS as an organization and the importance, the   recognized importance that information technology  plays so fundamentally in enabling your business.  It's the maturity and the engineering  discipline. See, we measure and count everything.  When your organization has the  habit of measuring and counting,   precisely tallying the resources and how we are   spending our energy, money, dollars, whatever you  want, the discipline is usually going to be the   significant byproduct of those activities. At the heart, we are an engineering organization.   That drives the extreme discipline. We have another very interesting comment from  

LinkedIn. This is from Nasheen Liu. Nasheen runs  an organization called The IT Media Group, and   they put on events with CIOs. They're really,  really good. She asks this question. She says,   "UPS technology sounds like a perfect marriage  between IT and OT (operational technology)." She   wants to know, "What are the key success factors  for this convergence that many CIOs seem to have   challenge with and seem to run into obstacles? A couple of things. I'm not sure how   many organizations have this set up. My boss is not just a chief information officer.  

He's the chief information and engineering  officer. The engineering wing of his department,   they are responsible for the methods and  processes and how the network has to be planned.  He also is responsible for technology, so this is  rare. The highest level of alignment can happen   so that engineering and IT, they do not have  any other option but work together very closely. 

It's not only at my boss's level. My peer on the  business side who is responsible for operational   processes and methods, we talk almost four  or five hours every single day. Our talks   are always about, "Hey, what are we doing?  What happened in Athens? What happened in   Hamburg? What happened in New Delhi?"  Our conversations are always towards   what we are thinking and what technology. We don't just see each other once a month   in a meeting. It's a constant communication,  and we co-develop products because they all know   if you wait for the perfect product to go, it'll  take years. We have actually changed in such a way  

that we are deploying more module products much  quicker to test the market out and then deploy.  People might call it, like, "Hey, this  is the agile way, the safe way," but   doing that in the physical world  is very challenging. You cannot   create a technology that'll help the service  provider to go all the way to the door but say,   "You know what? The next thing is going to come  in three months." It doesn't work that way.  

Creating your minimalistic thing and creating  and considering a product hand-in-hand with the   engineering department and then applying  technology is a key for our success.  We have another question from Lisbeth Shaw  who says, "How do you balance centralized IT   and technology with the needs of such  a globally distributed organization?  First of all, if any organization claims that all  their technology is centralized or distributed,   that'll be a false statement. There  will always a need for centralized   groups and federated IT groups. There will  always be a need because of the alignment.  Our success relies in engaging with the federated  IT groups in such a way that we help them and they   help us out because federated IT groups, most  likely it's a practical necessity. We cannot   rule them out. We just have to create a better  symbiotic environment so that both can succeed. 

We do have federated IT groups because  a centralized IT cannot be in the   position to prioritize every single  thing for the entire enterprise.   But we manage them closely. We integrate with  them very tightly, and we help each other.  Let's finish up with quick thoughts on advice that  you have for CIOs that are planning now for the   upcoming year. What will drive success right now? Digital transformation is the key,  

regardless of the business you are in,  digitizing and digital transformation   (and if you are dealing with the physical  world, figuring out a way to automate).   The human brain is so precious. Wherever possible,  pulling away humans from making decisions (using   data-driven technology) will be the key. Are there key challenges that you see CIOs  

facing that you can help suggest  ways of overcoming those challenges?  If there are no challenges for the CIOs, they  won't have their jobs because CIOs are getting   paid to cope with the changing environment,  changing business climate and, of course, the much   more rapid change in technology. They always have  to work very close with the business community.  My philosophy is always, there is only  one reason technology exists here at UPS:   To help the business and grow the business. Every CIO should align themselves   extremely intimately with the business  and exploit the technology for business.   That's the only suggestion I can give. I love the simplicity and the clarity around what  

you're saying. It's great advice and, in a way, it  seems like obvious advice. But it seems to be very   hard to accomplish in practice for many of us. With that, unfortunately, we are out of time.   I want to say a huge thank you to Satyan  Parameswaran for being our guest today   on CXOTalk. Satyan, thank you so much  for being here. I really appreciate it. 

Thank you very much, Michael. Good to  be here. It was a great conversation.  Now, before you go, everybody, please subscribe to  our YouTube channel. Hit the subscribe button at   the top of our website. Tell your friends. We'll  send you our great newsletter, and you'll hear   about notifications of upcoming guests. Thank you again to Satyan. Thanks to   everybody who watched and especially to  those folks who ask such excellent questions.  

We will see you again next time. Check out and have a great day. Bye-bye.

2021-11-02 22:26

Show Video

Other news