This is Bloomberg Business Week with Carol Messer and Jason Kelly on Bloomberg Radio. Alright, so, Carol, we spent a lot of time last year talking about the big tech names, how successful they were. We were talking earlier in the day about the fact that after the close we have another trillion dollar company in that so, you know, trillion dollar companies, they're you know, they're popping up everywhere. Exactly what's happening sort of underneath all of these technologies and
what are the trends we should be worried about. We're gonna put all of that to Bill Briggs, chief Technology Officer for Deloitte Consulting. He's here in our Bloomberg Interactive Broker studio based out in Kansas City, although unfortunately for him, he's a Bengals fan, so only taking part sort of kind of in a secondary or maybe a sort of second hand way and all the excitement's going on with the chiefs. But we'll get to that later. Yeah, you
do think to be and I own it. I know that must be must be tough for you a cocktail parties. But um so let's talk about your your tech trends Insights Report because it is an interesting time, especially because it feels like skepticism around technology could be at an
all time high. I think you have to flip it in for our for Thoy's clients, fortunate five hundred large government agencies, it's almost the opposite of the potential is so untapped, as so much that's happened in the last we started this report eleven years ago, and the things that were front and center, then cloud, and then move to analytics and data and you know those are still relevant and there's still so much upside to be had, and now you move into the things kind of driving
today and tomorrow, blockchain and AI and quantum, and so there's untapped, huge potential to drive all kinds of frontline new products, service offerings and back that have work. It's done. So that's the I mean, the theme is a very optimistic theme of how do we apply technology to transform
and disrupting and innovating. But the skepticism is there too, which I think is healthy to keep that because one of the things you talk about in the report, I think is ethical technology and trust, and I would imagine that that becomes a big theme as people are rolling
things out, especially if they're customer or consumer facing. Yeah, and how do you make that an actionable you know, So we had risk forever in technology, so we'd say, how do we actually manage the risk of delivery, risk, operations, security and privacy, regulatory compliance. The shift to say the ethics simlarity of what we do and just because we can,
should we? And how do we make that a very strategic conversation and not something we're surprised by after the fact worst case or a compliance based activity which is not doesn't feel right? So how do you do that in authentic way, a transparent way. It's not just for customers and product, it's also for your people, your employees and how work is transforming inside the enterprise. Well, it's interesting too because I feel like UM in terms of
gaining customers trust and brand loyalty. I mean, some of the tech brands, whether it's you know, privacy invasion or data leaks and so on and so forth, that has certainly come under UM some stresses as of late. So, uh, specifically does it get better? You know what? What's the future for that? Well, you see some organizations starting to use that as actually a branding position of the fact that We have that front and center in our mission, in our brand, in what we do. Don't sell your data,
we don't or whatever whatever it may be. Yeah, and you like one of the trends this year is the human experience platform, which is the idea that we can use with computer vision and with voice detection and with sensors understand an individual's emotional state and use that to help interact with them in a more authentic, engaging way. That's one that has the potential to cross that line of if done the wrong way, that could be very creepy,
very unsettling. If done the right way, there's a ton of utility for the individual and employ your customer, so they What I love is the trends. The convergence of the trends is the most important piece of the report. None of them individually is sufficient. Right, we want to talk I want to talk a little about the finance sector because I feel that I'm just kidding all right, listen, listen, But I feel like we have silky stories that come out about fintech startups, uh, and we see more and
more technology invading the financial space. What was it the story that we had about like, oh Trader's bonuses, like that's that culture is going away because there's a lot more technology involved in the trading realm. So like, what do you guys see one thing is fascinating. The trend isn't about this point, but it's very real. When you think about digital transformation into the finance organization is a
huge potential that doesn't often get the attention. This trend is is the convergence of with the need to drive investments in emergency tech and new ways of innovating with the realities of the CFO c I, a relationship historically
hasn't been the strongest. You know, there's a bit of unflict still with everything that's gone on, Well, what do I feel like the the Chief Information Officer now has a seat at the table they do and and the beauty is the CFO was becoming a part of the discussion of how do we fund these investments, how do we think about our technology spending in a different way not too long ago as all, how can we squeeze the cost and how do we drive efficiency and efficacy?
And the whole trend is about, hey, how do we actually think about more agile funding, different funding methods And we had before you know, if finance is a constraint the funding angle of the capital we have to deploy, how do we optimize that impact and return not try
to minimize the expenditure. Right, So it's almost flipping it on that side of a successful organization that's healthy is actually spending more in technology, not less so as you go through your job, and I was reading a little bit about you before we started the interview, this idea that you're not just talking like CTO to ct O anymore.
I feel like part of your job is really talking to the CEO who he or she has to be much more, not just conversive, but maybe fluent in in what you do A thousand percent well, we use the term tech fluency tech savv nous and it started with something within the tech cord to understand what was happening in these emerging areas. It now has shifted squarely into
the CEO, the C suite, the board. Like last week, I hosted twenty five board members at c e S a curated experience and it wasn't about what specifically on the floor might trigger an idea back in their business. Is more a great personification of all the change happening, and what is the responsibility. You know, it's not enough to have a tech committee and say it's someone's responsibility
that's thinking about this. It is that shared fluency of oversight at the governor's level front and center, strategy relevancy, how do you compete? And at the c suite that the c i O was a central part of the equation. But it's not just the tech exect job anymore. Well, because presumably if you're a board member, you are much more concerned in the world of cyber attacks, in the war,
in a world of much more complex technology. You can't now be in a position where if something bad happens, you can't just sit in the board and be like, I don't understand one of these guys are talking about, right, and I didn't. Okay, the spending on improving the assistance well, and and then take that to the next level of and how are we making investments to be relevant for tomorrow?
Which is the strategic angle that's the most important to me. Yeah, exactly, exactly, all right, fun, thank you so much for stopping by Bill Briggs, Chief Technology Officer Delate Consulting here in our Bloomberg Interactive broker's studio,