You can’t be a leader in the technology industry, as Cisco has been for the last 30 years, without constantly evolving and making bold moves. Our CEO, Chuck Robbins, has taken this philosophy to the next level, spurring us to move faster and think differently. Chuck’s tenure as CEO has seen us enter a new era of internal innovation at Cisco that is unprecedented in the 19 years I have been at the company. Inspired, we challenged ourselves to think about how we could further harness external innovation in a way that would enhance our robust internal innovation. As one of the most prolific strategic venture capitalists in the world, Cisco already has a view into future technologies shaping our markets through our rich portfolio of companies. But we realized we could do even more by engaging with the startup community earlier in its lifecycle. After all, companies such as AppDynamics and Duo Security, both market defining acquisitions for Cisco, were nearly 10 years old before becoming part of Cisco. How could we put Cisco in a position to play a foundational role in starting the next AppD or Duo?
AbbVie is a global, research and development-based biopharmaceutical company committed to developing innovative advanced therapies for some of the world's most complex and critical conditions. The company's mission is to use its expertise, dedicated people and unique approach to innovation to markedly improve treatments across four primary therapeutic areas: immunology, oncology, virology and neuroscience. In more than 75 countries, AbbVie employees are working every day to advance health solutions for people around the world. For more information about AbbVie, please visit us at www.abbvie.com. Follow @abbvie on Twitter, Facebook, LinkedIn or Instagram.
S4 Agtech, which offers risk management solutions for agriculture companies, migrated to Google Cloud to save money and time, as well as, scale databases and machine learning models faster. The company uses BigQuery as its data warehouse, and has dramatically reduced storage and processing costs by 80%, while providing customers their analytics results 25% faster. S4 has also gained more time for innovation in helping its customers de-risk crop production, including updating and improving algorithms.
Speed in IT should be less about performing the “basics” faster, and more about the pace of delivering innovation to improve customer experiences and harness the learnings from failing fast and failing small. It means aligning the culture, tools, structure, governance, and processes to experiment with the least amount of risk and effort to meaningfully move the value needle.
GE is not alone in upping its bet on software-driven innovation. Today, a Tesla car has more lines of code than macOS or the Windows Vista operating system. However, the fact is that many companies that have made their fortunes outside of high tech—in medical devices, retail, and other analog industries—have been slow to catch on to this game-changing shift in what drives sustainable innovation, the shift from creating physical goods and experiences to smart software development.
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