Episode 82 · 9 months ago

#82 Successful Digital Transformation Puts People First


When you hear the term-digital first, you might think about tech, platforms and data.  But digital transformation succeeds when you put people first.

Gathering and analyzing data, then using it to provide the customer value and an unparalleled experience, is vital for an organization’s success.

Today’s guest, Bhavin Patel, Director o f Analytics and Innovation at J&J joins the show to share why people are the most important component to digital transformation.

Join us as we discuss:

  • Why you need to put people first
  • The importance of customer value and experience
  • Why digital transformation is an ongoing process, not an end-state 

Find every episode of DataFramed on Apple, Spotify, and more. Find us on our website and join the conversation on LinkedIn.

Listening on a desktop and can’t see the links? Just search for DataFramed in your favorite podcast player.

You're listening to data framed, the podcast by data camp. In this show you'll hear all the latest trends and insights and data science. Whether you're just getting started in your data career or you're a data leader looking to scale data driven decisions in your organization, join us for indepth discussions with the data and analytics leaders at the forefront the data revolution. Let's dive right in. Hello everyone, this is a dell data science educator and the evangelist at data camp. A few episodes back, we had mylowish chief date officer at Golf Bank and we discuss the intersection of data and digital transformation. During that chat it was very evident that to succeed in any form of digital or data transformation, you need to put people first. I wanted to learn more about the intersection of people, digital transformation and data, and this is why I'm super excited to be speaking today with Bavin Pittl. Bavin is the director of aalytics and indvation at Johnson and Johnson, where he manages an organization driving digital transformation and supply chain. His main focus is to unlock the value of data science, intelligent automation and process and task mining to advance the way Johnson Johnson works. Throughout our conversation we touched upon his experience, the link between digital transformation and data science and culture, what it means to be a digital first organization, the tools and skills and your organization needs to have today, common misconceptions organizations have when engaging in digital transformation projects, data science projects. He's excited about Johnson Johnson and much, much more. Now let's dive right in. Boven, it's great to have you on the show. You as well, thanks for having me here. I'm excited to be here on data camps podcast. I'm really excited to be chatting with you today. You know, without giving too much away, your someone who sits at the intersection of analytics, Strategy and innovation and you're a key player and driving the digital transformation of Johnson and Johnson. Do you mind briefly walking through your background and how we would describe your current role at Jane j yeah, absolutely so, Ben where Jaj for about ten years across our three industries, met tech, pharmaceuticals and our consumer products, and through that journey have been involved with a number of different functions, starting and supply chain is as one of my core competencies, working and building and scaling and analytics and today a much more focused digital team. And along that journey we had worked through a number of different capabilities and, as it is today my role, we focus on how do we implement digital logistics for supply, Cheam Business and deliver so a lot of that focus on our distribution or transportation and our customer service organizations. That's awesome and there's definitely a lot of data at the heart of that. So I'd love to first get golf our conversation by understanding what makes a digital first organization. I think there's oftentimes a lot of misleading messaging within our space around digital transformation becoming data drive, the building data cultures and all these kind of end states organizations need to arrive at. Can you describe how interlinked data science, data culture, becoming data driven and digital transformation are? Yeah, you know, I really think it's about making sure that data is the core foundation and I think what we have. A lot of people may make interpret or confuse that when they think about digital not having the data foundation first, and even our organizations, even like my example, it's chain. It's about making sure all of the data behind your systems, all of the data that you may need for your end customers or consumers or products are all capture a harmonize and accessible and a common platform. And I think beyond that, when we think truly digital, is the capabilities you have on top of that that allow you to improve your decision making ability. I think it can be confusing or complicated at times of you know what, what is digital? But and it's simple its form. It's, you know, reimproving the decisions we need to make for a business. And you think about that intersection or connectivity is, if data is on the..., where the capability step from and data science just being an element of the analytics continuum right of the capabilities driving everything from the descriptive of what happened to my business, the diagnostic, wise it happening, to the predictive and prescriptive of what will happen or, in light of what will happen, how can I respond to that? And so when I think about that integration, in my mind it's so clear of data's a foundation, capabilities on top that scale, that analytics continuum of questions that allow us to demize our business and move faster. So to some extent data's kind of like the fuel that power is effective processes in a digital environment and that makes or breaks digital transformation efforts. Is that correct? Absolutely, and I think that data literacy, I'm sure we'll talk about later, and that acumen of what is data. Today you can have a lot of structured on Structure Data, and that paradigm, that mindset shift of thinking about data in a new way and recognizing all UNHAPPEDN on leveraged amount that might already be accessible to optimize our businesses or better server customers. That's great. So there's a lot to UN back when we talk about digital transformation or becoming a digital first company. I want to set the stage for today's conversation and get from you what it means to become a digital first organizations and what are the main lovers to get there. You know, when you think about organizations, that you think about some of the history of the industrial revolution to now industry four point no organizations have evolved based off the the ability of the technology to allow them to run their business. So an example, I gave anything but the s plus to the s and even early thousand European implementations or a big focus of organizations. Do I have the right technology that allow us to have the product visibility allus know, or customer demand order fulfillment to the order delivery? But had that became core as an identity in a foundation businesses ran? And what's happening now is is you're seeing technology that allows us to do things that we want. Are we able to keep out the pace and speed of but too can we even think about all the applications of technologies now like natural image processing, where things that we're talking about data science as an application or that ability. So when I think about digital first I think about redesigning the way that we think we can run our businesses, and that means from all of our internal operations of how we make decisions and redesigning those processes. That involves the huge focus people element and the technology element that's needed to run our business. But I also think about the products and services, and so you know a few examples I can give you that I think work really well. If you think about Dominos, you know they don't just sell pizza, they're also selling you that service of information, of knowing, Hey, here's the real time tracking of your pizza because they know the customer and consumer wants the visibility that information of one is being made, one is being delivered. When will I have it? And an empowered and consumer. That group in the age of social media, that group in the age of that ability to have a device like a smartphone that allows us them get access to information. We need to engage them differently. But shows you think about majority of the workforce and emerging population being millennials and Gen z that are disually native. So when I think about digital, I think about how are we are addressing the need to run consumers and what they are expectations are, but also the way that we need to reinvent our businesses and our business models that meet that demand, whether it's product and service, whether it's the infrastructure and ways of working and organizations. But I think that's really what it meets. Digital First, it's rethinking all of those paradigms and thinking about how we can show up in the marketplace to lead in that space. And the reality is small organizations will take your market you if they don't write. Those that are smaller, imbler, agile, that have that ability to not to really challenge and move at a different pace on large or enterprise organizations, they're really able to take that market share and move much faster. Right. So it's vital for organization success. That's wonderful. So I want to break down some of these lovers you mentioned, like people, process technology, and how...'re able to scale your impact and digital transformation with them and provide personalized experience. You know, as you mentioned with Domino Speedsa, for example, you might expanding on these levers and how they accelerate digital transformation and how you've used them at Johnson and Johnson. Yeah, absolutely. So let's sort of people first. I think that is the foundation and you have to realize the people is everything from the existing tenure employees you have that are sames of systems or processes that really know all the pain points and challenges and can be huge enabler and really find the application of these emerging digital technologies to resdesign their business, all the way to the technical smmes that know the technology, that understand data science or data engineering or thinking about process. It has man these technologies that are emerging of and the marriage of the two. Write. So how do you sort of blend the legacy that that historical business value knowledge with the emerging technical how they you're seeing that's more digitally native, and combine them together. And a lot of that requires some reskilling because you're challenging the way that we're going to be working with tools and technologies. If they were used to a manual report that was generator from a system that no longer is required to make decisions. Two more of a digital capability. Now you need some reskilling in that space so that that ability think about lablement and reskilling your workforce and thinking about people as paramount for that will unlock all the value. So I think there's a huge shift on the reskilling effort of those technical skills. You know, as I think about process. Next, I think about the org redesign and ways you want to think about product based teams and the way you think about building applications and not having these Matrix organize. I think about Matrix organizations of what really is a team now around a capability that can make everything from the build of that capability to the decisionmaking that can improve a process or output of an organization like supply and the lastly, the technology right the technology? There are so many there are process and task mining technologies that will look into your legacy systems. I figure out the inefficient processes and show you had what the untap value potential of changing those processes could be. All the way to data visualization, which I think tends to be the gateway drug for a lot of people that get excited by analytics. Will like I have this really cool board, while it's not just a board, it's your looking system and it's what frequency are using this capability to run your decision at a daily, weekly, monthly level. Or the data science applications, which I think is extremely hot topic in the industry, but one that can be easily misunderstood. When you think about data sign I think it's the experimentation of those problems statements you're looking for and thinking about how I redesign this application, not necessarily overengineer it, but what are those meaningful questions and problem statements that I yet haven't put the power of data science to go solve? And lastly, intelligent automation, because that's absolutely happening. Yeah, well, of how can I automate my repetitive tasks, which, honestly, is absolutely needed to free of the time required to go work on the technologies we just talked about before, is you can automate some of that manual, redundant work. Your labor force can be freed up to then put power against these other errors as well. So it's absolutely exciting to think about that, that convergence. I think about it as like this inter invent diagram. But I will say people are the other fundamental shift of that of that change. Kind of harping on that last point. Do you think then, technology is a bridge between people in processes that can allows you to operationalize these processes that empower people? Is this how you visualize the relationship between all three of these levers? I absolutely do, and I think the process part is one that that also can get underestimated, because you you have to invent new processes that way and in some way. When I'm saying an industry, and even in our organization, is everyone is trying to figure out the right process to implement, and so you up with a lot...

...of different formulas for solving the same problem, but standardizing on a methodology, whether you have things like agile, you have product management approaches, whatever that approach may be, of process of how you work, but recognizing how you work, the shift the way you think about that and having a new design for that and implementing that, and that is the bridge and that glue and scaling the things that work well right, especially organizations or we than have these pockets where things are working extremely well, where somebody has innovated an idea or technology. That ability to have visibility to what is happening and how to scale the things that are most meaningful is how you can go to drive leverage of value, and I think that's one thing that I'm excited to unlock more is as I continue on my journey this year, is how can I better enable my organization with that? So, following up here, what do you think is a common misconception organizations have when they launched these massive, the dual transformation initiatives? I continue to find the underinvestment in the people and I don't think lack of awareness. I think it's from a lack of acknowledgement of how difficult that journey is and it is our Jews. You're talking about change and don't talk about change management at later point, but you're asking for big shift in the way that you think and the way that you do your job and the way that you behave. It's not it's an arduous journey and it requires not just building technical skills and reskilling, but you're asking even levels of leadership to work very differently. So it's not just engine in one small area of hey have launched one new platform, arm launching a new product. It's like no, we need to change all of those areas and at skill to do that, to make sure you have the right data literacy and Acumen where you need the expertise of those that have been an organizations for twenty, thirty years. I didn't grow up in a digital technology environment or maybe looking to race that in the way that they work. So you're sort of dual path thing of how do I deliver the business of today while I'm reinventing myself for the business of tomorrow, and I think that that is underestimated, of trying to run into modes, and I'm sure organizations are sort of through that. I think part of that is it's the value of organizations like data camp, like you can. You can really help enable individuals to learn the skill sets they need, but also think about the way they can focus on that as well. So I think the the overlap reliance on technology and about the the people first and what do I need to change? And the partnership with organizations like HR, with Digital Town Strategy and workforce planning are going to be critical. While that requirement kind of jobs and functions. An example back to the ARP is when you had large scale system technology transformation, just like the invention of a new ARP, you created the roles that were needed to support that function, that level investment exactly. And now you're doing having to do that at a much faster cycle and rapid level. If you look, sure the amount of jobs, I see they have the word digital and it is kind of I dumbing right now. But the thing you realize is everyone is trying to figure out what rule, what is that role? How do I define it and what do I need for my business and how do I do that at scale? And then how do I keep up with the skill set, training, performance management of those roles to know if it's if it's delivering the Ro that I intended to? So I think we're you know, as much as people talk about a digital transformation, you're in a people transformation business right now. Five generation workforce of a lot of pressure on businesses to reinvent themselves and understand the changes at once, and it can be it can be very daunting, quite honestly. Right. So I think we have to show some some leadership and resilience of you know, where do we up think about the optimism and double down in areas at work well, and how do we have some grace ins some patients and areas that we want to focus on to get better for the marrow and recognize we need to be honest with where we have those pain points as well. You know, I couldn't agree more on the culture and people component, and part of what you're hinting at here is that a lot of this hesitants and engaging in these people transformation projects comes from the recognition that...'s a long, arduous, iterative process, whereas technology driven digital transformation projects and to have like an end state where the project is delivered. What are your thoughts on this? It's not a it's not an end state. Right. I think people think digital transforming is, hey, once I get here, I have achieved the state. Like. No, it's the work the way you think, and we're going that industry for a point of that revolution, just like I'm sure the car was invented for the Horse. I think one of the famous example the Mercedes, like when they came out wasn't so good for the horse that was displaced from a mechanism obs and working right. So I think there was a lot of anxiety and fear in the market place today of Hey, we're going through digital transformation. What does it mean for me? And I would say the organizations that are really I mean I'm inspired by peers and customers in the industry like a Walmart Walmart Academy and the way they're thinking about reskilling in a retail industry. When you have a robot scanning shelves to figure out inventory, it's not like they're not leverage as an opportunity to think about their workforce, to ferment. And how do I want about the retail workforce. And I remember, if you think about covid there was a lot of fear of like is is is it the death of the mall experience? God, are those no longer coming rounds? And I would argue no, even starbucks, I'm sure of right. The third place environment, it's that there needs to be a shift to how you think about that and sees the opportunity of redesign. You focus on customer value experience, you will absolutely win, and that's what you're seeing a lot of those areas. Is that shift of work that you do and that transformation to free up that time that then gets focused on the value at the services like the customer experience. That then drives the right level of engagement and I think that's the big piece of technologies. We should embrace that ability to automate things. Quite obviously, jobs that we repetitive task that may not have that credit goal thinking component. You can replace that towards hey, how can I improve this problem with the solve this problem? That wasn't thinking about, and I think organization. Do you think about that human capital strategy, that shift, because that will be that net. This is value for organizations and for consumers. I mean, I'm very inspired by that because I really do see a brighter future for tomorrow based off of all of that as well. I definitely agree with that sentiment. If you look at the organizations that are winning and reskilling and upskilling today, what they really nail is ingraining, a culture of learning, and they're able to double down on learning in a way to not only like improve equitting diversity, but to also create opportunities for people to fulfill their potential. So definitely a culture of learning provides a high or for organizations over the long run and that accountability of saying on on demand, on job, learning is a requirement, which is so a shift, right. We're no longer the piece of Hey, you've achieved a certification to do this job and that's all you're going to do from now on. It's no, you're going to have to have that ability to learn on new skills and new ways of working, and that's going to your role will not be the same every senor year. The role will keep shifting, but that's the world we live in now. Not so corporations are looking for those creative, strategic thinkers with strong learning agility that are able to solve problems and keep inventing that future, right, that innovation piece. So let's focus on this even more, you know, and focusing and improveing the people component. I imagine, their populations within Johnson Johnston that need to be enabled more than others. It's such how do you kind of prioritize your audience and determine which skills they need to acquire. You know, I think if they're breaking down by levels in the organization, there are different decisions that have to be made a different work activities that happen at an annals level, management level, senior leadership level, and you're trying to understand what are their decisionmaking responsibilities and what are their biggest pain points and burning platform priorities at right so I think there's there's a an element of recognizing how you have... target that, use your persona and think about their need of what they may need to do. I think part of that as a skill set assessfect what skills are recognizable and I'm sure many organizations you have this top down approach of a leader may want to report this way, they want it on this day, they want this. So recognizing it's not just upskilling the individuals at the level of generating those reports are those capabilities, but also the leaders that are having to rethink the way they want to make decisions for their business and have to say I don't have to ask this person for this purport anymore because I have a capability on my phone that will ask me answer this question. So that's that back that learning agility in that reskilling piece is at all levels in the organization thinking about the decisions are responsible for, thinking about their care pain points and that continue to redesign. Right, and I think what you'll hear as you capture that pain points in the organization industry you're trying to cultivate. What is my road map look like? Right? What is set of capabilities I need to keep inventing and implementing for my business will be huge part of that. I think getting a baseline of skill set is important. So that's possible. Look, what is your human capital? What's that aspirational skill set? How do you want to target population? And are using multiple formats right, that whole concept of read, Watch, listen. You know trying to implement one way of learning may not work for your large population. You need to try different formats and provide different avenues that create that pole effect versus the push, and then engage that Curios and I'm sure there are things we think about, things like office hours. Are Different ways that people can feel supported, can feel engaged, to ask your questions or concerns so you understand what the demand of that that population is and what they're looking for and really prioritizing that that backlog of opportunities in that could even be collaborative brainstorming sessions with your different audiences to say what is it that what are you struggling with, and then help, let me help you paint a picture of how you might be able to unlock this with a solution or capability. So I think that those are the the exciting ways you think about engaging with the people part and organizations. And what's really exciting about this is that not only are you empowering people to work with data and their day to day but you're also increasing the organizations or overall data IQ and that kind of supplements the data teams work by providing the automation opportunities, direction on where data science can be applied and it can guide and large scale strategic projects you can approve, which you can measure and whenever you think about being able to look at a baseline number and whether you call it a digital quotient and a data leaders to give it a score however you want to measure it, but finds to measure progress and show results will inspire leaders, will inspire organizations, highlight and doors and champion those that are learning, that are making our business and improving it using these technologies. Those become those evangelists, right, like the ones that can really the art of the possible in this space, and highlighting those as a standard is start. What's driving culture, a shift of how do you start modeling what persona should be and recognize those individuals? So, given these personas, what are the primary competencies you're looking to foster most within your team? There's there's so many ways to think about it, right. I think you know what you think about a product management team. You have this product manager, product owner, right. Maybe they're accountable for a function in their business, maybe they're accountable for a road map that work. One in business wanted technology and they're looking at the skill sets they may need from a data engineering from a data visualization developer, a data scientists, a change management. You Experience Persona. So you have these skill sets or personas that you know that will help bring a digital capability life. But I'm really realizing, though, the skill set behind that that I'm finding, and you already touched upon it, the learning agility. You know, when I think about who can help bring that vision to life, I think it's individuals that have a strong ability for strategic thinking, that problem solving and that ability to connect the dots of digital actions,...

...those that get execute and that that arduous journey of you want to retire or invent a new capability and you want to implement it in the business, to who has an ability actually drive that execution from idea to implementation, working with your stakeholders, customer, getting the adoption the capability you need there so you can have these personal profiles, and I can tell you this is what this role in personal looks like. But if you think about the skills that are most successful in this space, it goes back to that strategic thinking, that learning agility and that execution management. If you find individuals, a lot of organizations will call the people like you do. Right. How do you find somebody that knows the business, knows the technology, can bring it to life, that just gets it? That's what I found is if you find people like that, they will be very successful and they'll be very soft or talent, especially in this marketplace. And what's so nice is that people within your organization already have subject matter expertise, they already know the business and their function inside out and if you augment their skills with data skills and tools, then you're able to mass produce these unicorns that combine business skills and digital skills. Right, and I think back to that Matrix team examples. You want to bring people that have a bit of that, who've been embedded in the business. I know it, bring that with those that can connect thoughts, implement and technology. Those are those matrix product teams that are extremely effective and can work really well to bring a meaningful solutions to life. Of course, skills is only one part of scaling. The People Component. We talked about. This likely around culture and generation in a mindset shift, but this requires a lot of buy in and excitement and assuaging cultural resistance. You mind walking through kind of your experience dealing with that and what you think works the most in these types of situations? Change Management, right. I think a lot of this is thinking about how you garner the sponsorship, how you can garner the resources or funding that's required to bring these programs to life, how you then get organizations excited. So you know one famous methodology, pro size is ad car right. Do have the awareness, the desire, the knowledge, deability and the resistance plan, but thinking about your communication plan with your stakeholder sponsors, having that ironed out on a frequency in cadence to move the ball forward is so important. So I think change management cannot be underestimated. I think it is a vital investment for digital programs to be very successful and I think resting in resources and practitioners are change management will allow you to get from journey a to Dr Appoint A to point B. and I think making sure that, as a part of that change manager journey, you recognize and you're very realistic on where people are at. I think if you're speaking at a level or an aspiration that they don't fully understand, you will never really bring the organization with you. I think communicating to it people with where they're at in a method and format that we talked about that they can understand and and being repetition. REPETITION is king be repeating and I laugh with my team like it's sometimes it feels like I'm heading begging my head against a wall, repeating the same thing, but recogniz using that you know, without that consistent messaging it may not land because you're doing your day to day job. You'll think about a who can I work within the organization? Who can I address this point or challenge to? And that persistence is very important. Right to your point, it is is, it is how your journey. I think making sure that you have to fundamentals of the sponsorship from the top, that effective and robust change manager program and it being will generate the enthusiasm and optimism by showing the progress on that journey will really allow organizations to move on their digital journey there. So I can't underestimate that. Enough of try different things. Right, definition of insanity is as on sign of trying the same thing expect and different results. Definitely try to forge it. I don't be afraid to to empower others or anythink this concept of a change agent, of who are you enlisting from these organizations will help bring you on the journey. So it's not a US versus that mentality. It's a journey of we and do you have that collect with one team mentality of your enabling them to succeed and you are...

...a valued partner, stakeholder, customer on that journey as you're trying to get that next level there. So you mentioned here and listing other evangelists on the team, you know, when inspiring. Example from another guest on the podcast is the chief date officer of Golf Bank, made our wish, where they have an organization White Program called the data ambassador program where anyone working with data goes through an upscaling program and they do a lot of community events, webinars, hackathons, what do you find? Has worked with you and enlisting eventualists in creating a community practice. Right, I love that concept. I think it is about that community of practice or that center of excellent set of mentality, and two different things they are, but all those programs are very, very effective right to think, for from an awareness perspective, that ability to highlight where it's happening. Well, so, whether it's a showcase or Hackathon, of inspiring others, and they are possible saying here's a problem even and having that think allows people to think really, really differently about their problem statements and it gets the understandability in the organization. I think from that, from the skill set perspective, these boot camp type of programs or this Skilling initiative with the certification or creditation process, whether it's through industry, whether it's in house work really but wells to show I have this confidence here, this in demand skill set that's needed to succeed in the world's ansionals. I think organizations that are able to launch those and whether they have dedicated learning or training days or whether they're partnering with organizations like Data Camp or whoever, maybe an industry to bring the solutions to life, I think is very important. So I think there's there are ways to approach the hackathon piece or a ways to approach that data boot camp or that dedicated learning time piece, is very important. Yeah, I think other solutions that work really well is is making sure that that communication mechanism at whether it's town halls, whether it's team meeting, but closing that feedback loop and making sure the promotion of those capabilities are important. Right. What are the success stories of how things are solved and what visibility is getting the organization, because that will help drive more change and it will start integrating the necessity of those programs into the strategic grown maps and priorities for organizations as well. Right. I think that is absolutely needed and I think that that ability to even benchmark right also, what I love doing my team is especially with each of the industries. I help them find a benchmark peer of saying hey, here's how weird approaching our road map. Where is this versus the benchmark? What could we be doing differently in a space or should we be trying or implementing? But you know, when you think about trying and experimenting new ideas, Innovation doesn't have to be in a silo. It's usually you know what it's or there's a there's a monstre like steel, like an artist, where you're trying to connect different train of thoughts together something that new. But that's what innovation really is, is collaboration. Exactly is scaling that together. So I think that's a very important as well of knowing how your understanding what is working well and then asking, honestly asking what your own employees we did an innovation program last year and one things I really loved is when you give the problem statemen and the creative freedom of your team to come up with ideas, you might be surprised to see what you can go sponsor. You don't have to create it net new on yourself, but making the day stass based time of asking your team of what's working well and having that type of innovation campaign of digital of you know here the problem statements or the things that give a criteria and solicit that and then promote that internally and scale. That would spomp and bring it to life, because that's how you the not just the learning agility, but you get to create problem solving type of my mentality as well. So I beyond a Hackathon is have an innovation campaign, have those in your organization really solicit, bolster and skill ideas that may not be getting a voice because of a level and an ordination, and once you champion these voices you create a virtual cycle that generates more excitement, more champions and so on and so forth. Exactly in the platform for those individuals. It was amazing to see, Ye, the voices that can present it...

...from a senior leaders to say here's my idea, here is what I want to go solve, here's what's needed, and having, whether it's chart taker of things that allow you to really think about, Oh wait, a platform for those voices to get the traction it does. It did drives a lot of inspiration there too. So it would definitely hurts that. So to be able to enable that, you definitely need to adjust the process and make it much more Eychild, I think. And especially challenging aspect of leading change and innovation is designing processes around, like you S, systems, skills and organization, workflows and structures, and light of that you might kind of sharing your thinking around redefining processes to optimize for digital innovation. I think a lot about the matrix team piece, and you mentioned earlier on community of practice and centers of excellence. We talked about it briefly. Is, you know, and I think a company does really well spotify, with guilds, chapters and tribes. Do you create a community around the technology or capability? And is a technology even like a data science, right, whether you centralize or decentralize it, what is a form and mechanism for those practitioners to collaborate? Right? So, whether it's a technology, whether it's a funk, and I think that's a really effective mechanism for that. Or what I think about data visualization and a cooe around that of effective ways the capabilities bringing them to life and the ways that they've learned around that solution or capability. There too. So I think it in order to remove some of the bureaucracy is is implementing matrix organization, is building a CEOS community practice and empowering individuals regardless of a level or function. I think that that allows that ability to democratize ideas and allows visuals burdens. I think that is absolutely needed as a mechanism and whether you through a kit, even a capability that you may be trying to solve or build, may be a way to do that as well. But I really like that concept of is it around a technology, is around the capabilities, it around a function even, but those practitions coming together and think the scale innovation and avoid some of the solid working processes. Right that that's how you avoid that as well and you redesign sort of means to be a team, so it's not just this solid on relationship. There's a lot of these dott inline ways of who do you inspire as a team and what are they? How are they held for some accountability or some malcome there. That's definitely absolute thinking about that to work very differently and bring matrix teams together and drive innovate that scale. there. I think it's going to be around as long as a sponsorship from senior leadership is there and the outcome is clear what the goal postal order. Remarking towards I think you'll find very inspired to work across boundaries to solve a problem there one hundred percent, and I love the idea of a center of excellence, especially early in the data journey. Do you think there is a risk for data science being pilot as a support function if it's to centralize, though? You know, it's funny and large organizations, I hear a lot of like we're going to centralize as we're going to pull it on or one roof, and the reality is you're better off doing like a CEO approach of you have the right level of competency or expertise within a centralized function, but you have this hubband spoke model and at this can be within functions, you name it, finance, supplies to whatever may be. The allow the proliferation of bringing that to life. And at that level you may not need a very, you know, technically skilled individual or organization there, but you probably need one that is very embedded to the business, that defines its roadmap and is very committed to the implementation of those solutions. So when I think about Cooees, I definitely think a hybrid approach of what is centralized versus what is regionalized or distributed is absolutely important and the way they work together in some coinsortom to drive change is extremely important. There and I recognizing what you want out of your cwed and a lot of growing challenges for Scalo Organiza. Is Governance right, govern and support infrastructure? aboutely? It's like,...

...whereas my data? How do I access it? Is it accurate? And the thing that no one wants to work on like that's the stuff that holds you back when you start scaling. So in governance could be underestimated. Eve when you have a cooe model, and if I think about ways that different teams like that, that's that is absolutely an approach to think about and and ways of what that distribute distribution can look like. So I can definitely talk about data transformation for hours, but I'd like this to close with some use cases that you've ever seen in operationalizes and data science. To your work has been primarily focused on leading digital innovation enabling analytics within the supply chain function at Johnson Johnson. Do you mind walking through some of these successes and use cases you've worked on so far. Yeah, I think a lot of it is is optimization focused. Right. I can give you three examples. One is the way organizations, any business, things about their cost to serve model. Right, it's a cost to serve aspirational. You wanted to be activity based model. You want to have the data to know what it cost to serve from a product level, at a customer level, to use it as a way to identify opportunities in your business where your suboptimizing ways, at your posture, are implementing having a negative po and Pact of saying do you uns the levers are associated to this and many organizations that are not deliterate, you have more of an assumption based model because the data was not available before. You took a lot of would call swags to say I assume the cost of this by this. But as you get to your role of time, availability of data, your ability to harness that to redesign the way you can optimize your costs is amazing and I think if cost us. It's not on supplied to organizations right that, but it's a missed opportunity because they will allow you to transform the way you see you approach your business and allow you to partner cross functionally in your organizations across commercial, finance and supply chains. That's ups vital capability. Another one we talked about the OPT optimization space, right. So you think about especially in the world of data science, there are a lot of ways you can optimize eye chain processes. Right now, in today's environment of a constrained transportation or freight environment, that's an area that I absolutely would say data science can solve a lot of that. To say, you'd look at things like vessels or trucks and how do you optimize the cubage footage of an of a vehicle to fit as much product as you can on that truck? And so it used to excel spreadsheets to build your truck out or you may not have that optimization piece built into your teams, your transportation manager system. There are ways to think about those solutions and adding them as add onso legacy systems to really make sure you're getting the most utilization out of out of that capability. A third ones around inventory. Right every organization supply chain. One one is the right product, right inventory at the right time in the right place. And if you think about optimizing the flow of product through your life cycle to your own customer and getting the data, whether it's at a retailer level, all the way back to an organization to say do I have the right inventory that I'm shipping to my customer? That allows the demand of that imagry be capture so I can reduce my inventory on hand carrying costs as well as my customers and we both have a win win tradeoff because by the right probably be at the right time, we avoided any loss sales and we met the end consumer. That one of the product where needed. That right, that that sort of sort of euphoria of that capability to be HIVENS for optimization. But I would send to extremely powerful and I think that's what all supplied to organizations on digital digital journeys are marching towards, is how do I lean out my organization by supply gain efficiencies throughout as well? That's awesome and what's mindboggling about supply chain and data sciences that even as zero, point one percent improvement and efficiency can generate massive impacts on costs, which is why it's so exciting. Absolutely, absolutely, and I think which digital creation, that function is going to go through massive overhaul which can be exciting to be part of. I'm sure as well, being a Jan J you're also exposed to lots of innovation and data science andalytics other teams are producing. I'd be remissed... not mention this, given that Jane Ja delivered one of the vaccines to covid what are some of the use cases you've been excited about the other data teams that Johnson Johnson has been working on? Gosh, there are so many, you know, both from a data science perspective. You know there are so many ways you can think about natural language processing or the way you think about how do you look at customer service organizations? Where chatbots right? So I think there are for you name of function and there are applications of solutions that are being built, even something that, you know, I wouldn't have traditionally thought about, but it is so imperative and I appreciate so much. But even your it helped us. Right, think about me tickets, your yeah, Zation gets, and if the implementation of a chappot that allows you to get near real time versus waiting on hold the same way you might you know when you have a complaint. I think rices offs products phenomenal. All with this is you don't want to wait till speak to a lack person. You want that ability to answer the data, what's going on, help you stop issue and that that ability. So I'm super excited about virtual chat agents. That's one that I thought about for my team, like how do I reduce the number on one those basic oneonone question to be great if I just had a chap that I can send to some meetings and, you know, type away and you collect that demand too. But I think those are some really exciting applications and again inspires my sort of passion this space and what could you do with digital products and services. But those are ways that you can redesign that and I think that's are and and customers and consumers your you're sort of marrying that back to Dona's example is, I think, even more than our products. If you look at our consumer health portfolio, we're launching a lot of digital services a long case products as well. Right. So is it an application? Is it ways that you're engaging on new mediums like Tick Tock? But how are you engage it on on the platforms that are needed for your on consumers and the data science piece of it is is is it the right solution? Is it penetrating the right and customer and consumer you're looking for? You getting the outcome they need from that service, that I'm not just selling a like but allowing it's improving the and consumer in patient and patient's life in some way. I think that's that's really expecting to redesign that. So I would says abroad range and it's exciting to see all of that happen and every weekend I'm seeing something new and I'm like wow, that's pretty cool. And and your you know piece we said. You know, learning is not just for the organization. It's for roles like mine. They are constantly seeking out happening with the latest trends, partners and organizations and externally, to to think about how we can continue to keep it in menting our future there. That's really great, Bovin. Finally, before we wrip up, of in any final words before we end today's episode. You know what I would say? Stay focused on the that ability of the skill set you may want to develop, right whether it's lavage and resources like Daya Camp, or it's partnering in Your Organization, your customers, but the skill set of digital in that space rights. Are you a day engineering practitioner? Are you a data scientist? What is it that you want to learn in this technical domain? I can go after it because the opportunities are endless. But your you know, people like myself there. There are a lot large skill transformations to happen as I encourage everyone to continue to focus on building those skill sets and continue to find the application of where. What problem can you solve with the skill set you're developing, because that will be this that will allow us to all build our industry for a point on and this this digital transformation or people revolution we've talked about. So it's exciting to think about that and I encourage everyone to do that. Thanks to them above and for coming on data frame. Awesome. Thank you so much for having me. Data camps. Mission is to democratize data skills for everyone, closing data skill gaps and helping make better data driven decisions. Data Science and analytics are rapidly shaping every aspects of our lives and our businesses and we're collecting more data than ever before, but not everyone is able to efficiently analyze all that data to extract meaningful insights. Data... up skills companies and individuals on the skills they need to work with data in the real world. Learn more at data campcom. You've been listening to data framed, a podcast by data camp. Keep connected with us by subscribing to the show in your favorite podcast player. Please give us a rating, leave a comment and share episodes you love. That helps us keep delivering insights into all things data. Thanks for listening. Until next time,.

In-Stream Audio Search


Search across all episodes within this podcast

Episodes (121)