In this special episode of The Main Scoop, Daniel Newman, Greg Lotko, and Joe Doria discuss their favorite topics explored in past episodes–from generative AI, to hybrid cloud, and more–and what they mean for digital transformation.
It was a great conversation and one you don’t want to miss. Like what you’ve heard? Check out all our past episodes here, and be sure to subscribe so you never miss an episode of The Main Scoop™ series.
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Transcript:
Greg Lotko: Hey, folks. Welcome to the next episode of The Main Scoop. I’m delighted here to have with me my co-host, Daniel Newman, and part-time host, Joe Doria. We’re going to take you through the biggest insights we’ve had through the past year of doing this, kind of our favorite concepts and discussions that we’ve had. This all started about starting the discussion and engaging everybody across the ecosystem, whether they be customers, partners, vendors, visionaries in this space, to talk about what really drives success with technology and share everybody’s perspectives. We’re delighted that you’ve been with us for over a year now, and we’re going to keep continuing the discussion. So let’s dive in to kind of…
Daniel Newman: Yeah, yeah, yeah. You know what? Can you believe we’ve been doing this for a year? And here we are, another city. I mean, we’ve been in Times Square. We had the big boards behind us. Remember that?
Greg Lotko: Now we’ve got the big bridge.
Daniel Newman: We’ve got the big bridges of…
Greg Lotko: In New Orleans.
Daniel Newman: Of NOLA, but we’ve been around when we’ve talked to some really fascinating people. When we got together, it was really about bridging the process of technology’s evolution inside of the enterprise for large companies, for government entities, global companies, managing data, handling privacy, security. There are so many things going on. You and I will say old and new, joke, but we were really talking about the evolution.
Greg Lotko: Not a funny one, but okay.
Daniel Newman: Oh, come on. He’s way more fun off camera.
Joe Doria, Jr.: I know, I know. I agree.
Daniel Newman: He handles his fun. But you know what? It’s been a lot of fun. And Joe, even when you have joined us for the show, it’s still been a lot of fun.
Joe Doria, Jr.: Well, thank you, Daniel. It’s a pleasure to be with you too. Yeah, I’ve enjoyed it. Including we did that live audience Scoop together, you and I. Remember that?
Daniel Newman: That was Atlanta.
Joe Doria, Jr.: That was Atlanta. I think we had more than 500 in the room.
Greg Lotko: A little live studio audience. Yeah.
Joe Doria, Jr.: Yeah.
Daniel Newman: And where were you?
Greg Lotko: I was kind of laid up there. My ankle was shattered, Shae Ruby shattered.
Daniel Newman: I thought he’d tell a better story.
Joe Doria, Jr.: But what I enjoy about these conversations…
Greg Lotko: I was downhill skiing, doing a time trial at about 55, 60 miles an hour. I caught a gate and it ripped my foot out to the left.
Daniel Newman: See, there you go.
Greg Lotko: That’s my story.
Daniel Newman: But we had fun on stage. That was a big stage.
Joe Doria, Jr.: Yeah, it was a good time. And the guest we had had some great insights. And that’s what this is all about is getting to those insights and how those can be shared with the ecosystem, with our customers, our audience.
Daniel Newman: That’s a favorite moment.
Joe Doria, Jr.: That’s what it’s all about.
Daniel Newman: A favorite moment. We’ve been doing this a little while and it’s kind of what’s stuck for us.
Greg Lotko: We’re each going to share ours, right?
Joe Doria, Jr.: Right, right.
Greg Lotko: Go ahead.
Joe Doria, Jr.: Go ahead. I’m up first. We had Tarun Chopra from IBM on talking about AI. He called it business transformation opportunity, and that was a great discussion. What I really liked about that is the idea that you can’t be on the sidelines with where AI is going and how fast it’s going. You cannot be on the sidelines, but you have to be doing it responsibly. We also had Andreea Bodnari from UnitedHealth Group on. Wow, what a great thought leader in the AI space and her perspective on healthcare and the different cases that are going on there, where there’s a lot of regulation, a lot of different things going on. For me, the big takeaway on AI, and I’m interested in your take on this, Daniel, is how do you do it responsibly?
Daniel Newman: Yeah, it’s a really interesting thing. And by the way, even just the timelines of which we had these episodes. We talked about being here over a year. Think about how much AI has changed from what IBM and Times Square have done, before the big boom of generative AI, to the kind of stuff we did in the spring when we had Andreea on, when that was kind of really picking up steam, to now. I mean, the number of tools, the things that have been launched in the cloud, the global compliance, regulatory, and policy environment right now. We’re hearing…
Greg Lotko: That’s the big change though. Think about it. When we first started talking about AI and the early days of even just talking about analytics, it was all about the technology and the capability. And now, it’s about compliance and what does it mean, and is diversity being brought into this? Are there stereotypes? Is there assumptions? Is the inferencing engine based on factual data or just what people think of the norm? So the discussion has moved from technology for technology’s sake to the practical application, and then what are the risks and the rewards of applying that technology?
Daniel Newman: Yeah, so it’s flying past us and in the sense that every enterprise is sort of weighing up the, “How quickly do we adopt it? How do we deploy it? How do we make sure the data is trusted?” We kind of heard about this rapid onslaught of certain companies may own markets because they had LLMs, and then we found out that LLMs were kind of a commodity in many ways. And now, you’ve got these open source communities, much like Mainframe had, coming up and saying, “Well, it doesn’t need to be proprietary.” And then you’re hearing things like, “Well, it’s not going to be about the big, large language because those are somewhat commoditized. It’s going to be about the foundational models that are built that are going to be healthcare-oriented or they’re going to be financial services-oriented.”
And then all of a sudden, you think, “Our business. We’re not getting disrupted. We become more important,” whether that’s cloud or whether that’s mainframe. It’s because this is going to be all about being able to layer silicon, layer infrastructure, layer software in a way that can deliver solutions that are safe, that are accurate, that are valuable. And I think at least where some of our insights were coming from, you kind of saw this story evolving.
Joe Doria, Jr.: Definitely. I think, though, it’s easier said than done if you look at trying to figure out how do you deal with bias, as Greg mentioned, and how do you really cleanse the data and make sure that the data sort of hits your core values as a business. And there’s no opportunity for these generative models to kind of go sideways on you, which is why I think my view is you really have to be not on the sidelines, but doing it inside your business first and looking for the low-hanging fruit type of opportunities where you can be faster, better, smarter in your business, but really get the data right, get the training of the data and the model right so that you’re making decisions that actually can make you better in the marketplace. So experimentation, learning, all that has to go on first before you get outside maybe and take on those opportunities.
Daniel Newman: Do you guys think we’re at an inflection, like it was like, “Oh my gosh, everybody get on board,” and then it’s kind of hit? I was just thinking about from January to now. We built a AI engine for Futurum that would allow you to talk to an analyst using AI. When I first started in January, it was like, “Well, we’re going to have to buy GPU access. We’re going to have to have data sets. We’re going to have to train it.” And then within three months, Google has launched a generative AI app builder, Microsoft has an open Azure service that you can just plug all the data on top of your power AI.
Greg Lotko: But then it gets into what data are you going to share and what are you going to own?
Daniel Newman: Oh my gosh, absolutely.
Greg Lotko: Is it going to be running in your environment? Is it going to be running in their environment? What other data and data sets are going to run into it?
Daniel Newman: Same question we’ve had with the cloud.
Greg Lotko: Yeah.
Daniel Newman: Because AI is like this horizontal wrapper that what wraps around your whole data. It’s not a vertical. Everyone’s like, “Well, is AI a tech?” No, AI is a horizontal that sits on top of everything. But it’s going to impact all our businesses, right? I mean, we’re at this inflection, Joe. You listened to Andreea and Tarun on these different episodes, right? I mean, it went really fast. Do we slow down? Or is this one of those things that we have to sort of build the plane while it’s in the air flying?
Joe Doria, Jr.: I wouldn’t say do that while it’s flying. That’s kind of dangerous. But I do think that…
Greg Lotko: As long as you can land it.
Joe Doria, Jr.: Andreea’s point about it is horizontal. But the data has boundaries for an enterprise, I think. The data has boundaries. So you are trying to build a model that can make decisions for your business, and that can be bounded in a way where you know you can take on things and do it responsibly. So yeah, while it’s horizontal, you still have to in dial in on the kind of…
Greg Lotko: I feel like you’re both right. I do think you’re building the plane while you’re flying it, but you have guardrails and you have boundaries. So you’re thinking about what insights and what data, what core knowledge that’s unique to your business and proprietary for you that you let out what you want to let escape. But you’re also being careful and testing the insights and the inferences that you’re finding to say, “Hey, does this make sense in the real world? Is there an undue bias in here that we might be missing?” So you’re flying the plane, but you’re probably doing it without passengers on board. And you’re checking to see where it’s going, you’re making sure you can land it, but you got to be moving faster…
Daniel Newman: Well, the body’s built. The engines are on it to keep the analogy, but maybe you’re putting the interior on it.
Greg Lotko: You don’t want to be left behind.
Daniel Newman: No, I totally get it. And I think you spent a lot of time talking about AI, and I think the one thing we realized, and with great insights from hearing from Andreea at UnitedHealth Group, is that the complexities and the considerations are enormous right now. And what’s at stake is everything from your traditional security, all the way to really how patients can feel like they’re being served and given the type of care that healthcare, frankly, has struggled to deliver to patients. And we can talk about something similar in financial services later because I might be wrapping that up in a little bit. But let’s go, Greg. You had a great conversation. I know, he always mocks me. This is actually a lot of fun. You should join us.
Greg Lotko: I was mirroring you. Imitation is the sincerest form of flattery.
Daniel Newman: No, I know. We have a lot of fun here on The Main Scoop and that’s the point. Hopefully, people realize that we are having a lot of fun here.
Joe Doria, Jr.: Yeah, definitely.
Greg Lotko: People who are having fun with what they’re doing are more successful and they getting more done. Period.
Daniel Newman: One of the conversations that we did have about best-in-class companies and outperforming in technology, that was the one that really stuck with you.
Greg Lotko: It did. And if you think about this whole discussion, we have different opinions on how fast you should run into generative AI. We’ve seen this play over and over and over, right? I mean, mainframe technology where you could carry programs forward was the big, new thing. The a-ha that you could build and expand programs on top of what you had already done, instead of everything being rip and replace. And then we had the advent of the PC and that everybody was just going to have a PC on their desk and you weren’t going to need big computers anymore. People kind of went, “Oh, wait a minute. We got to share data.” And you have floppy disks being traded around, and then you got into client server.
History keeps repeating itself, that a new technology comes out and everybody thinks it’s the panacea, it’s the thing that’s going to be the be all end all that’s going to solve everything. The new technology was invented because it could do something better. Something, not everything. And we had Dr. Howard Rubin as a guest on the show and we talked about that. He looked at businesses across a whole bunch of industries and wanted to figure out the ones that were more successful than others. What were they doing? And he thought about it as kind of like an investment portfolio. There’s a lot of choices you have in IT.
And as we talked about it, nobody would’ve been surprised to hear the more successful companies were more heavily-invested in cloud. They were investing more than their average competitors. But the real insight was those same companies that were more successful were also investing more heavily in mainframe. The big insight isn’t about mainframe or cloud or this, it’s an “and”. It’s about hybrid IT. It really boils down to the most successful companies look at a new technology that comes out and go, “Wow, what can this help me do better or different? And then how do I tie it into everything that I’m accomplishing to get the best answer to the problem, to provide the best solution?” That’s what winners do. They’re always thinking about how they’re going to provide the best. They’re not thinking, “Oh, this is the answer. What the heck is the question?” They’re bringing the best to bear.
Daniel Newman: So we talked about AI, and I call the next 10 years of digital transformation will be AI. But the last 10 years of digital transformation … I’ve written seven books, six of them on digital transformation, so I’m going to tell you some thoughts and some things about this was technology and people are really what digital was. This whole digital transformation movement was companies that could basically get their people to leverage and utilize this next generation of tech. Really, when they say best-in-class companies outperform, it’s about picking the right technologies and building cultures that embrace that technology.
Greg Lotko: I think about this. You’ve written seven books. The eighth one, which will your best, will be written by an AI engine and you won’t actually write it yourself.
Daniel Newman: I really hope so. Trust me, writing books is not any fun. Publishing them and then running around telling everybody you’ve written them is kind of fun. And then people ask you questions about them.
Joe Doria, Jr.: But you might be able to use a GPT to write that next one and make it a little faster.
Daniel Newman: You know what? I think GPT will absolutely increase productivity in a huge way.
Joe Doria, Jr.: Right.
Daniel Newman: Having said that, I also think it’s going to create a lot of crappy marketing, and so that’s something we’ll have to keep an eye on. There’s still a lot of value in the humans, just like in every business. We’ve had automation like RPA for decades. It still hasn’t replaced a lot of processes, right? And if it does, it constantly needs human in the loop to make them work. But I think what Dr. Rubin said that was really so prophetic is the fact of picking those right winners and losers because so many options every day in technology. You can pick this SaaS option, this AI tool, this productivity suite. You could have BlackBerrys, you could have iPhone. There was always this choice. There was always this choice of which technology you want to invest in. But in the end, it’s about picking the technology, and it’s also then about getting the adoption. And that was the two things I think we really pieced together. We’re going to see the same thing in the AI era. It’s going to be about investing in this technology and then getting people and AI to work together.
Greg Lotko: But none of this is ever about picking the best, singular technology.
Daniel Newman: No.
Greg Lotko: It’s about picking technology for a given problem and then tying it together.
Joe Doria, Jr.: I mean, for me, in the marketplace, talking with customers and sharing this Dr. Rubin data is a big a-ha moment for them in the way that you’re talking about it, Greg. Where it’s like, “Hey, it’s not just about one platform or another in terms of that asset portfolio, but the performance of the best-in-class and how they’re leveraging the different parts of it.” Of course, this is The Main Scoop. So the mainframe is probably the biggest eyeopener in there, being a bigger investment and a bigger return on investment for the leaders in that space. So we’re taking it out there, but I still think that the marketplace, to the eyeopening effect, they really don’t understand it. So the more we can get that information out, I think, the better.
Greg Lotko: And I think even the way people have been being trained for years perpetuates this idea. If you think about IT, technologists, people tend to be a “this” or a “that” expert. “I’m a cloud guy,” “I’m a mainframe person,” “I’m a COBOL programmer,” or Java, or whatever.
Daniel Newman: It’s tribal.
Greg Lotko: Right. And the reality is if you look at a CIO’s role and a CIO’s scope, they have to provide capability across the whole enterprise and they can’t be just an expert in one thing. They have to pull together the best technologies for the best outcome.
Daniel Newman: Well, being dynamic and understanding that tech is a pendulum that swings kind of back and forth. And at the same time, it’s a continuum that evolves. And so any company that invests in a single tech and says, “This is our thing.” But we’ve seen this happen. I mean, cloud’s a great example of it because we saw everyone like, “We’re going to do everything.” And then you’ve seen the injuries and Horowitz reports where they’re like, “Yeah, there’s a certain point where it’s not the thing.” Well, maybe it’s economic. Maybe it’s technological. Maybe it’s a combination of both. But AND, with the capital A-N-D. It’s AND is really the answer, and that’s why hybrid has won in so many ways. And in the world of mainframe, that’s why so many of these large and regulated and very high-reliability industries have said, “We’re absolutely not abandoning that, but we will use the cloud for some things as well and we will find the way.”
Greg Lotko: “And we’ll tie the technologies together.”
Daniel Newman: And by the way, this AI sprint, same thing. We’re going to see this full sprint into it…
Greg Lotko: And over-rotation. And then pull back…
Daniel Newman: And then people are going to pull a little bit.
Greg Lotko: A better application.
Daniel Newman: It’s really the human condition.
Greg Lotko: Yeah.
Daniel Newman: It really is the human condition.
Joe Doria, Jr.: Wouldn’t you say, though, that AI will converge and make this discussion about what platforms to use in your business? And hybrid, it’ll make that go faster and better too. It’s not just another bright, shiny object comes along.
Daniel Newman: AI is very SaaSified, meaning we thought about it very early as a primarily…
Greg Lotko: You’re kind of sassy.
Daniel Newman: Sassy. But very much thought through the lens of infrastructure. And as it evolves, we’re going to think about it more through the lens of applications. People are going to think about AI more through the lens of my CRM tools, my HR tools, my ERP. And what I’m saying is they’re going to expect AI to be layered into it. And you’re going to see that shift from, “Hey, this is a very specialized thing with tons of developers and data science,” to, “Hey, this is a plug-in with an API that we’re going to connect to our tool.”
Greg Lotko: I don’t mean a particular packaged application, but at the end of the day, technology should always be about the practical application of it. What is the problem or opportunity you’re trying to address? And then, what technologies can best get ahead?
Daniel Newman: We always make analogies about cars because we’re all car folks on this, but we kind of talk about there’s the gear heads that really care about all this. Most people just need to … and I would say press the gas, but we don’t even know anymore … press the pedal and go because you’re really trying to get from point A to point B, and that’s where technology lives in the enterprise. Now, we could spend all day on this, but the show, it does expire in due time so let’s talk about what’s most important: me and my favorite.
Greg Lotko: What’s your favorite?
Daniel Newman: Me. I think we could have argued any of the three of us, probably, in this current era and market would’ve picked AI. And we would’ve picked AI because that’s just kind of the thing right now, but you picked it and I think you took priority for some reason. So now I had to pick something else that I think is very important, but it kind of has layers of multiple things in it. That was when we talked to Joe Schuler at MasterCard.
Greg Lotko: You guys did a fabulous job with that.
Daniel Newman: Yeah. I said we and I looked at you, but it was actually us.
Greg Lotko: Yeah.
Joe Doria, Jr.: Yes, I know. I mean, I get that all the time though.
Daniel Newman: Well, it’s admiration. It’s the mutual admiration society. But one of the things that is changing so fast…and you hear about cryptocurrency and you hear about payment rails. But the globalization of finance really does come down to the ability to safely transact and safely move currency around the world using applications, right?
Greg Lotko: I’d rather have more of it coming to me than leaving me, but I would agree.
Joe Doria, Jr.: I think you like to spend though. Is that what you mean by leaving?
Greg Lotko: No, I want the currency to come to me.
Joe Doria, Jr.: Then back out. No?
Greg Lotko: As long as more is coming in than it’s going out, that’s okay.
Joe Doria, Jr.: Yeah. I enjoyed the Schuler conversation, too, for all the things that you said. But there’s probably still an AI sort of projection inside of … Oh, you’re going there.
Daniel Newman: I was getting there.
Joe Doria, Jr.: Oh, okay. All right.
Daniel Newman: No, no. Thank you. Thank you. I was spinning a tall tale and telling stories. But as we sort of see this evolution of FinTech and financial services, we’ve seen the stability of our banking system here in the US has been under pressure, and that’s obviously very high-level macro stuff. But on a very personal finance level, we have still a large part of the world that doesn’t have access to traditional banking. Branch banking in the world of hybrid/remote type work, do you really need to go into a branch? I mean, I still remember when a different bank, Ally, kind of said, “People will always need banking, but will they always need banks?” and that was the whole first idea of an app versus a retail scenario. And then you’ve got the rise of banks like SoFi and these other fully-digitalized banks, and then you see money being kind of converged. It’s not just about your checking accounts. It’s about your loans, your debt.
Greg Lotko: Investments.
Daniel Newman: Your investment portfolio, cryptocurrencies. It’s transacting. I mean, we know as controversial as Elon Musk is, the X app is all about moving from a social app to kind a social currency app. It looks more like what they’re doing in China. So we’re definitely seeing this kind of era where you’re going to have transacting happening. We already kind of do with our Apple Pay and Samsung Pay, and different mobile apps, and Starbucks. I mean, we’re transacting all day long on everything but with currency. Money has become even kind of an idea rather than a thing because most of us never have it. If you have cash in your pocket right now, I’d be surprised.
Greg Lotko: We both do.
Joe Doria, Jr.: I think you made me pull out my wallet in the Joe Schuler conversation.
Daniel Newman: I actually might have a $5 in my pocket because I had to tip someone when I was on vacation or something.
Greg Lotko: We’ve been on this planet a little longer.
Daniel Newman: But I made a joke about that earlier and you got all offended. Remember that. So the point, though, is…
Greg Lotko: I didn’t say I was old.
Daniel Newman: The opportunity for, then, finance to drive experiences. Some of the best experiences, like Starbucks. I mentioned that app. Some of the best on the planet is just the idea that I can walk in and transact and it knows my favorite drinks, and it knows my behavior, and it knows where I am. It just does all this very naturally.
Joe Doria, Jr.: The marketing.
Greg Lotko: And you’re willing to pay for that.
Daniel Newman: Well, you are paying for it in some way.
Greg Lotko: Absolutely.
Daniel Newman: It’s a $6 cup of coffee.
Greg Lotko: But because you appreciate the value in it, right?
Daniel Newman: Yeah. Look at Uber.
Greg Lotko: So that’s the whole idea about the apps. It has to provide something of value that is going to attract customers.
Daniel Newman: The experience. The experience is the value.
Greg Lotko: The experience for a lot of people.
Daniel Newman: Uber has won in so many markets because nobody had wanted to have to pull out a credit card at the end of every ride and have to transact in the machine. You just get in the car, you get out of the car. The money moves. You don’t ever think about it.
Greg Lotko: I just want the driver to get out so I can drive. If they could sit in the back…
Daniel Newman: Yeah, not those cars.
Greg Lotko: I’d be happier.
Daniel Newman: Those cars? Do you like driving anything that much?
Greg Lotko: Yeah.
Daniel Newman: Okay. That’s just weird. All right.
Joe Doria, Jr.: You were touching on it, but I do think the client experience is the big transformation opportunity, where you talk about…
Greg Lotko: And that’s why you’re willing to pay more.
Joe Doria, Jr.: The value. I get it. The value leads to an experience that you want, and that’s where there’s a big opportunity. I’m the marketing guy here so we are looking at how client experiences can evolve and be better.
Greg Lotko: You don’t just go be Joe’s Coffee to pay $2. You’re willing to pay $6 because of the experience with Starbucks.
Daniel Newman: Well, the tech that underlies it, though, is probably the important thing. It’s that you have core infrastructure. You have to have secure data. You have to be able to transact millions of times securely, have money moving from server to server.
Greg Lotko: And that’s the minimum expectations today.
Joe Doria, Jr.: And you need speed.
Daniel Newman: And you need to adapt in speed, and it needs to be completely ubiquitous in our life, so it’s very, very exciting how financial technologies…
Greg Lotko: But that’s always the minimum expectation.
Daniel Newman: And again, the first thing we think about might be MasterCard. We might think about a banking app. But what we’re really just talked about is the fact that financials and our entire lives have been commingled into an app environment that’s secured by infrastructure, that’s built on top of apps, and it’s creating a really fluid experience for us on this Earth that’s so much better than what we had to do before. I know. Pull your dollar bill out of your pocket. But for the rest of us…
Greg Lotko: 20 years later.
Daniel Newman: That are embracing new technology, it’s pretty darn exciting.
Greg Lotko: 20 years later. How long ago did you start drinking coffee?
Daniel Newman: Oh, goodness. I was young when I became a dad, so probably about 21. I didn’t drink it until I started having kids.
Greg Lotko: Okay.
Daniel Newman: I needed to stay awake. I just aged myself.
Greg Lotko: 20 years ago, you would and you could just go anywhere and get a cup of coffee. Now, you can’t even, you don’t even get a cup of coffee without technology. Technology is pervasive in our lives, in everything we do.
Daniel Newman: Even my Keurig is kind of a cool, little, technological machine that’s changed the world.
Greg Lotko: Probably wifi-attached.
Daniel Newman: But guys, it has been a lot of fun having this conversation we could rap on for a long time, and all the little jostling and jousting we like to do to add some time here. But you got to acknowledge that after all this time, all these cities, all these conversations, there’s so much value here. And if you actually think about maybe the way that FinTech story is, we’re spinning tales that are very technologically-driven, but then are also very much in our lives. Feeling private like our data is private and secure, how important is that in our lives? The impact that AI has to enable systems to do more, or that CX has to actually create these next-generation user experiences that impact the way we do retail, that impacts the way we interact with our vehicles and our cars, or that allow us to keep in touch with family and friends. I mean, it’s very, very exciting, but it doesn’t happen on its own.
Greg Lotko: Nope.
Daniel Newman: And I think that’s really what The Main Scoop is all about, is tying those really big, hairy, challenging infrastructure problems and taking it all the way out to those user experiences that enable industries, including the most secure and the most difficult on the planet, to continue to deliver those experiences.
Joe Doria, Jr.: I’ll add to that too, I think, for our audience at The Main Scoop. Underneath everything you’re talking about, tying all that together, mainframe, infrastructure, running all those transactions, securely doing it in a hybrid environment…
Daniel Newman: I wasn’t going to be that specific, but that’s why you came on.
Joe Doria, Jr.: That’s why I came on, to hit that note.
Daniel Newman: To help me take that home.
Greg Lotko: And hey everybody, we’re all having fun doing this and we want you to continue to join us. This has been The Main Scoop with Joe Doria, Dan Newman, and myself, Greg Lotko. Join us next time.
Author Information
Daniel is the CEO of The Futurum Group. Living his life at the intersection of people and technology, Daniel works with the world’s largest technology brands exploring Digital Transformation and how it is influencing the enterprise.
From the leading edge of AI to global technology policy, Daniel makes the connections between business, people and tech that are required for companies to benefit most from their technology investments. Daniel is a top 5 globally ranked industry analyst and his ideas are regularly cited or shared in television appearances by CNBC, Bloomberg, Wall Street Journal and hundreds of other sites around the world.
A 7x Best-Selling Author including his most recent book “Human/Machine.” Daniel is also a Forbes and MarketWatch (Dow Jones) contributor.
An MBA and Former Graduate Adjunct Faculty, Daniel is an Austin Texas transplant after 40 years in Chicago. His speaking takes him around the world each year as he shares his vision of the role technology will play in our future.
