Digital Transformation Summit

December 8, 2015

The New York Stock Exchange

Transform. Or be transformed.

As more and more industries are disrupted by digital newcomers and new business models, CEOs and their companies are increasingly at risk of being overtaken by bold entrants into traditional markets. Uber, Airbnb, and others have demonstrated how quickly competitive landscapes can be upended. Every CEO and their management team—even in B2B sectors—must reconceive their strategy and build a transformative path to a digital future.

Digital Transformation: the use of technology to fundamentally improve performance or extend the reach of enterprises—will be the marker by which CEOs will be measured.

Leaders can’t afford to dabble at the edges or appoint a chief digital officer adopting flashy technologies at the margin.

Digital transformation will come not just from implementing new technologies such as data analytics, Internet of Things, cloud and mobile computing, but from transforming across one’s entire organization to take advantage of the possibilities these new tools provide. At the same time, leaders must understand new risks, including cybersecurity.

This Summit highlights the latest best practices and provides the opportunity for you to improve your company and its key functions by understanding fast-moving trends and applying to your own organization the hard-won experience of peer CEOs.

As with all Chief Executive’s events, participation in the CEO2CEO Digital Transformation Summit is limited to CEOs, Presidents and other strategic executives.


Speakers /

Andy Conrad

Ph.D, CEO>br<Google Life Sciences

Andy Frawley


Stephen Hoover

CEO>br<Xerox PARC

Joel S. Marcus

Chairman, CEO & Founder>br<Alexandria Real Estate Equities

Anshu Prasad

Partner>br<A.T. Kearney

Thomas Quinlan

President and CEO>br<R.R. Donnelley & Sons Company

Ian Steff

Senior Advisor >br< The State of Indiana

Jay Walker

Executive Chairman>br<Walker Innovation Inc.

Agenda /

Rethinking Your Business Model and Strategy for the Digital Economy


Jay Walker - Executive Chairman, Walker Innovation Inc

Andy Frawley - Chief Executive Officer, Epsilon

Every company is now a digital company, and the new economy has smashed the boundaries between product, service and solution providers. New value is being realized across all parts of the value chain and in diverse industries (Uber, for example, neither produces nor owns any cars, nor employs any drivers or dispatchers, but has a market value in the tens of billions). As part of this shift, every company needs to rethink its basic value proposition, pricing models and more to align better with customers, the value it delivers and its competitive position. We will discuss how you can rethink your value chain and ensure that you are attacking and disrupting—not defending—your own business before a competitor or new entrant does.

Concurrent Roundtables

Making Digital Change Happen

Fundamentally transforming one’s company from a digital perspective requires making tough choices that will be difficult to take unless the CEO is fully on board. CEOs will need to embrace flexible decision-making and agility in terms of speed at which the organization should move. Also, because digital will need to be infused throughout the organization what resources will be required? And will people tasked with the effort of making the transition happen be able to call on these resources? In the end, the people inside the organization need to think several years ahead. They should test whether they are being disruptive enough and big enough.

How to Know If You Have the Digital Talent to Win

The “Uberization of the economy is prompting companies to embrace digital integration, but most need to build critical capabilities before investing. The Internet of Things (IoD), additive manufacturing, cloud computing, cybersecurity, and mobility are combining in ways that force executives to chart roadmaps to succeed in the digital age. Ask yourself what the core goals you want to achieve. Chart and rank what technical capabilities you’d need to create them. For every one of your future concepts, list up to three new capabilities you would need to have matured in order to deliver them profitably. Review technology, supply chain, sourcing, distribution, and operations. Now chart the overlap. Which capabilities appear over and over, as critical for multiple concepts?  Most likely the top five core capabilities will emerge.  More than likely these will be the platforms that will give you more bang for the investment buck. In the end, success in implementing these will depend on having the right people in place.

Do You Need a Chief Digital Officer?

A third of all CEOs surveyed by Chief Executive said digital will dramatically change “my industry and competitive dynamics.” Fifty two percent indicated that it will have a big impact on their operations, and more than a third (36.5 percent) say it will have a big impact on the talent needs of the company. Three quarters of CEOs say they will rely on internal resources or will designate an internal leader to help lead the transformation. So what kind of CDO does one need to lead the team? He or she will need to operate cross-functionally right across the whole organization. The CDO will need to get buy-in from many people particularly from different parts of the P&L units over which they do not have remit over. In the end they will have to disrupt what the organization is doing—that the whole point of going digital. The CDO will need patience and an acute ability to collaborate. It will be hard to get things down because the changes necessary will always be a just a bit annoying for the traditional parts of the organization.

Realizing Digital’s Full Value

Many companies struggle to realize digital’s full value. Leadership and talent are among the biggest hurdles to success. While most CEOs have high expectations for the business benefits of digital initiatives, according to one McKinsey survey the results seem more of a hope than a reality. The most common hurdle to meeting digital priorities is insufficient talent or leadership. Also, high performers have more active digital agenda than others and take more risks in their programs and efforts, moving faster to implement initiatives. This roundtable will focus on what high performers are able to do to allocate resources and their best people to make digital happen.

Leveraging Technology to Better Understand and Serve Your Clients and Customers


Dr. Andy Conrad - CEO, Google Life Sciences

Joel Marcus - CEO, Alexandria Real Estate Equities

Beyond its impact in shaping delivery and business model innovation, digital technologies have been the primary catalyst for accelerated innovation cycles in both consumer- and enterprise-focused management. Conrad and Marcus will discuss how digitally transformed organizations such as their own are adopting seamlessly integrated information in ways that require substantial organizational process redesign, and how this transformation shows the way for all businesses including healthcare.

Reinventing Your Operations


Tim Reis - Head of Performance Solutions Activation, Google

Tom Quinlan - CEO, RR Donnelley

Anshu Prasad - Partner, A.T. Kearney

Data and analytic advancements are creating opportunities for companies to better understand and predict customer's needs, develop segmented and customized solutions, and bring lean principles to marketing, sales, operations and supply chain processes that target the right prospects at the right time with the right offer and solution while reducing waste throughout one's value chain. But the tools are complex and full of hype; too often these investments fail to deliver ROI. This session will focus on the latest practical applications for improving operations, supply chain, and sales and marketing effectiveness, as well as steps you should consider that can help your organization for future prosperity.

CEO Solution Exchanges. Breakout discussions on key topics, including:

Digital’s Impact on Supply Chain Effectiveness

The supply chain is critical to developing the flexibility, efficiency and speed to deliver the right products efficiently in a way the end customer wants. Infusing the supply chain with digital capabilities may replace legacy systems that support critical functions that run at a slower pace. A key feature of digital supply chain is the commitment building new networks that connect devices, processes and people in new ways for great value creation.

Creating New Value in Core Businesses

Digital should allow leaders to rethink how to use new capabilities to improve how customers are served. Relevance is the currency of the digital age and customer preferences is the backbone to providing personalized and optimized offerings. Data from providers blended with one’s own can offer insights into what customers are doing. Companies can analyze how customers are interacting with a brand and can modify the experience to adapt to customer expectations.

Are Your Incentives and Budgets Tied to Progress?

Many transformation efforts are inhibited by insufficient incentives and budgetary cycles that are not sufficiently responsive to what’s happening in the company. According to one McKinsey study less that 15 percent of companies can quantify the return on investment of their digital initiatives. Venture capital firms, on the other hand, take a different approach. They closely follow their projects development and don’t hesitate to pull the plug or modify the direction of the project if the performance indicators warrant it.

Optimizing a Customer’s Digital Value Journey

Optimizing a customer’s journey forces a company to identify every technology, process, capability, and transition needed to deliver a great experience. After mapping such a journey from beginning to end, a company can focus on how digital can make each touchpoint better, faster, and more efficient. Digital integration will create a more coherent experience and greater value.

Do You Have a Disciplined Approach to Learning?

Regardless of one’s plan, no one can be sure something will work until one tries it. Successful companies work on a “test-and-learn” concept where they keep testing an approach with customers until they get it right. With such an approach companies avoid getting tripped up in overly deterministic specifications or market research that misses the point. “Test-and-learn” doesn’t mean letting digital transformation teams just do what they like. Each program must be reviewed on a variety of levels—conversion patterns, customer-engagement level, among others for learnings and effectiveness.

Overcoming the Real World Challenges of Digital Transformation including Talent Shortages, Cybersecurity, and Disruptive Competitors

To realize the potential of new technology and models, your organization will require new processes—and people. Given the growing threat of cybersecurity how does one best shield one’s network from attack? Given the ability of competitors to disrupt markets what skills will your organization need, and  how can you ensure you will acquire these skills to remain competitive?

*Agenda subject to change

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Registration includes breakfast, all general and breakout sessions, lunch and networking cocktail party at the New York Stock Exchange.
Learn from and network with CEOs from top companies for just $1895.

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