Courtesy of Mars' Lee Bogner below is a transcript of his speaking session on 'Learn how Enterprise Architecture’s Leadership delivers Value-Based Strategic Innovation' to Build a Thriving Enterprise that took place at the Digital Workplace Transformation Live - A Virtual Conference.
Learn how Enterprise Architecture’s Leadership delivers Value-Based Strategic Innovation
Thought-leader Mr. Lee Bogner, expands his recognized guidance focusing on the value-based leadership enterprise architects bring to digital innovation strategy. He reveals approaches, and SuccessFactors – which help organizations lead in today’s business world! Mr. Bogner shares learning highlights, exemplifying how future-thinking Enterprise Architects are enabling sound as well as trail-blazing consumer digital and physical (“phygital”) experiences.
As Enterprise Architects balance the traditional domain IT governance and simultaneously embrace the dynamically changing worlds, and ecosystems of digital innovation - new skills, missions, and methods –will advance enterprise objectives to drive maturity, while driving emerging markets growth. In Today's session, Mars Digital Venture Innovations Strategist, and Hofstra University thought-leader – Mr. Lee Bogner – shares inventive approaches that digital and traditional businesses may use to propel innovation benefitting the entire ecosystem of consumers, customers, and business and technology partners! During his session, Lee will share KEY TAKEAWAYS including:
Now, I am super excited for our next speaker. He is one of the great cross industry leaders of culture, business, and digital transformation. And I'm talking about a lead Bogner global e-commerce enterprise architect, an innovation strategy for Mars Corporation. Lee, what a pleasure to have you with us?
He is an e-commerce pioneer and innovator since 19 96.
... is currently global e-commerce Enterprise Architect, and these two ventures Innovation Strategist and Mars, and he's also a professor of e-commerce or at Hofstra University.
He leads many global digital innovation initiatives in emerging and established markets across smart businesses, including Petcare Confectionery, Food and Life Sciences.
Lee's background includes CIO and an acquired $100 million, a retailer, tours with Johnson and Johnson, Accenture, IBM, and taking for these, those startups to exit in analytics, social media, online, video, and e-commerce solutions. So, ladies and gentlemen, it's a true pleasure to welcome one of the greats with us, Lead Bogner.
Thank you so much, Josie, and it's a pleasure to be back with ProQuest at the Digital Transformation Workplace Live Conference.
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OK, So Standing on your camera is on, so I haven't hear your presentation should the audience if you go into the sharing, and hit the show screen when you're ready.
Um, Let me find that, sorry about that.
You got it, we can see everything now. Thank you.
Awesome, perfect, OK, so nice to see everybody here today, I'm going to talk a little bit about, uh, enterprise architecture, creating value for digital innovation.
And part of that has to do with the work I do in strategic foundations and transformations of our organization.
to embrace enterprise architecture as not just a technical discipline, but also for creating value and leading digital innovation strategy.
So let me get started with that.
Uh you hit my forward buttons, OK.
So EA or Enterprise Architecture needs a definition in it.
Because many organizations, they may have it, or they may be just starting out.
And the ..., the definitions vary, but they're very much needed in terms of your journey to take enterprise architecture into a strategic mode within large corporations. At my company, we're in 80 countries were in four distinct business unit says.
As Joseph mentioned, um, the definition that I like to say, it's really about architecting the enterprise for change.
So the enterprise architecture guru, it's really about the whole organization and helping them make informed, strategic decisions about digital business, operating models, new technology that can be utilized throughout the business.
So it's very important to have that defined.
It will evolve over time, but then also communicated across your organization is used to steer decision making and help move the cockney towards future state.
Not just technology and solution architectures, but also operating and deployment models.
So how do we deliver value within enterprise architecture?
Working closely with stakeholders, especially the business and IT leaders, and helping drive pertinent recommendations, as I mentioned, for strategies, but also policies and leadership.
And we're going to go into examples of a few of those, ah, and really focus on outcomes that capitalize on the objectives, goals, and strategies and measures of the company.
So, again, the scope includes people, process, information, Technology.
You'll notice I spoke about this whole slide.
And we've talked about technology at the end.
So, very important portion, but it has to come together with all these other factors, elements, and aspects, like your pardon, but, yours, Ally does not refreshing on a mountain on, Laura. And, could you please go ahead and test just moving to the next slide to make sure that we're seeing what you're saying? Because, right now, we're still on your very first slide. We don't see the next slide, OK, I'm on Slide three now.
Yeah, no, it's not refresh on R and D screen that you're sharing is not showing. Dislike changes.
You may need to choose a different screen on your system that has the, the, the next slide.
Yeah, now we can see the background of your computer, and I know you analyze light freeze, you can put on presentation mode on that slide.
Again, because, we're not seeing that, we're still seeing the previous slide only.
Now we can see the light and the background, but it's not on presentation mode.
OK, because I have it in Presentation.
Yeah, it's strange. This, it's on the screen that we see is actually the other screen.
You may need to go onto the Sharing tab and pick a different screen to share with us.
They're just sharing tab on the goto Webinar interface there under the Show Screen button there's a little drop-down menu that will allow you to pick different screens to share. So you can choose a different screen. Because the one that we see right now is not the one on presentation mode. We see the one that has the preview of your slides.
So a bit of trial and error would be fine if you just want to pick a different screen that has, under that Show Screen button, pick a different option under that.
And now we see a screen that has kind of file systems for your system there.
Maybe try a different one.
Again, do that under the Sharing tab than the goto Webinar interface, under the Show Screen button.
There should be a little toggle menu there that you can pick different screens on your system.
Do you see that, or? That's not visible, too.
No, I see.
Let me try this.
Can you see it now?
Now we see your presentation in preview mode. Meaning that the present, the PowerPoint is not on presentation mode on the, on the view that we have.
We see the the slide with a preview of the slides on the left side.
And you're saying that at this moment. You're already are on presentation mode. Full screen, right?
Yes, I am. So, we want to capture that screen. And the way to capture that screen is to go onto the Sharing tab on the go. There you go. That's the screen you. I think you got it now. Just doesn't tasks. Can you try to move to the app now, we can see your slides moving. So that's the right screen share. Thank you for your patience and for our audience as well. Thanks for hanging in there with us. Yes, he has a new machine. So he is working through the items.
Their normal machine, unfortunately, crashed on me yesterday, so totally, that's it. That's the great challenges of digital transformation, right? Technology that sometimes will be, that we have to overcome those hurdles. That is gone.
So, so here's the slide that I was talking about, the definition of architecture on the top left, and the top, and the various ways it's used, and the scope and delivering value.
So now, let's go to the next screen.
Can you see this?
Enterprise. Yes, we can, but, yes, yeah, we see the next screen out, thank you. So my point here is that you have to have a definition around what your enterprise architecture organization is all about.
The model that we use, and we, we've been at it for about three years now, 2.5, 3 years, and it's fairly.
It's highly optimized at this point, Um.
We focus on three specific areas.
one is simplify. The next is transform, and the third is innovate.
With simplify, we go out. We search on technical debt.
We remove liabilities of old systems.
We reduced risk and complexity and we recover costs through rationalization. That's some of the areas that we simplify.
Other areas that we simplify part through a rationalization of our portfolio of applications, too, where possible minimize the number of enterprise applications that we use across the company and within the various business units.
Uh, in many cases, we'll have to move to a multi tier system, depending on the regions and the needs.
But that's, that's the goal, overall.
The next area, for transformation, we look to take some of those, reduce technical debt, and then move them to the next generation.
So, we want to re-use standard capabilities, as I was just mentioning, across the businesses.
That includes products and platforms, but have them standardized, according to our reference architectures, Our agreements with vendors, the capabilities that we can can use and share across various brands and business organizations, and do this at speed.
So we're very big about what we call 100 X Agile rollout and acceleration.
And then next, the area where I focus, most of my time, is seizing value through innovation.
I'm going out into what I call frontier and emerging markets.
And beginning new ventures new business models that are solution based that help us thrive inroads into those new regions and do so in ways that we can scale up within countries, within regions.
And then also share our successes across various businesses, brands, and product lines.
So, how do we do this?
We start with a foundation of a team, and we break it down into four pillars.
And, the areas that I'll focus on our pillars 1 and 2, but I'll describe them all.
First, we have a portfolio of business, uh, segments across our candy business or pet business or human food business, or life sciences.
And here we work hand in hand with the business is on their strategy or their digital strategy.
We understand their portfolio of current data, systems, and architectures, and the goals that they have in the business that can be realized by future state enhancement and transformation.
And we manage the roadmaps of those solutions and capabilities.
And we begin to get involved with Innovation.
Project's Proof of Concept, Testing learns, Big part of what we do.
Next, in pillar three, we also look at, in addition to the technical debt, we look at introducing new technologies, capabilities and infrastructures, and we've been doing a lot in the last couple of years, bringing AI, machine learning, AI IOT, into certain areas, manufacturing, consumer experience.
We're also have made a huge transformation of new technology, away from hosted environments, even third party, external, hosted environments to the cloud environment.
We are an Azure shop, but we also work very closely with AWS from Amazon and, and in a smattering of GCP from Google.
Um, the latter two are a bit more in our sash relationships with third parties.
The colors 2 and four are traditional Enterprise architecture.
GOV's type capabilities, where we we review every project that comes into Mars, mapping against existing platforms or new technologies, we do.
Information and data security, Immigration, infrastructure assessments.
At the same time, we're understanding how the business people and process are aligned strategically not just with the technologies but with the business purpose.
And then I mentioned early on, core technology transformation applications and technology, a rationalization for reducing risk and cost savings.
These are all key to enterprise Architecture Foundation.
So, how do we do this?
We do this with a team of 15 plus senior leaders, with 15 to 20 years experience and those are the guys in the top middle, um, and we break them across various groups and we do a little double duty on the groups on the left.
So you have your enterprise business segment, architects that are focused on either candy or pet food or or human food.
Then, we have digital innovation and solution architects where, where I tend to lie, and to work on cross horizontal initiatives for the various businesses.
So, solutions, techniques, business, digital business models, Center of excellence, skills development, initially start within a small subset, within a brand or within a business segment, but then roll out to various other business segments. So, for instance, I've done work in pet nutrition in India that within three months, I was leveraging over to Mars, Wrigley Candy in India, the same technologies, the same business model.
A little bit more emphasis on cold storage delivery on the last mile for D to C commerce because of the temperature of the region.
Not I've needed for candy, but not so much for dry dog food. Anyway, Security Architects: Application integrate ration architects are tech knowledge.
He architects, the infrastructure, guys, that help us, together with the other groups put together our cloud infrastructures. So we can enable these testing learns and these transformational rollouts.
So how do we approach our business?
Many of you are familiar with the traditional approach, and if you try to maximize scale and efficiency in, in the legacy world, you have a hodgepodge of, in our experience is infrastructures.
Your date is all over the place various applications.
Uh, and that feeds into what I talked about earlier, but by taking a digital first approach to maximize speed with agility at 100 X and applying innovation, we look at all of our projects against these digital first elements and factors. Hence, miss compute.
Computing is becoming more and more important as parkinsonian, consumer behaviors, change.
And their means of coming online digitally are important against what our businesses need, What our customers meet, Meeting our retailers, as well as what our consumers need, that presents the competition.
Then, other aspects to move 100 X API capabilities, so we can re-use APIs across various architectures and solutions, microservices to get our functionality down the micro level, so we can apply common capabilities across the various businesses and leverage them for re-use, and then the cloud native approach, pretty much all of our projects, 99% of them, are now cloud native.
With this approach, and digital first approach, we're putting a lot of forethought into what does the data that we need, how are we going to process it through new technologies, such as data lakes, that are either serving a region or serving the globe?
And how do we leverage those across our businesses, and roll them up to corporate?
Automation is a big initiative, I mentioned.
early IOT industry for dotto in our factories, and cybersecurity, Obviously, huge, always, And even more so, in this digital world.
And you'll recognize, too, is that a lot of this focus came about during coven pandemic.
So we were fighting fires at the same time, huge demand for new digital experiences or a legacy, 100 year old company.
And when I joined five years ago, uh, digital e-commerce was looked at with quite a bit of skepticism.
But once covered it hit him, the foundation that we had put in place was ready, the floodgates opened, and I'm sure your organization has experienced a very similar thing. So again, foundationally is not just the platforms and the technologies on the right.
But it's the people and that process that's involved.
So we have the foundations. We're continuously improving.
We use sprint, methodologies, transformation, acceleration, more transformation sprints, and let's talk a little bit now about EA's role in digital venture innovations, I'll kind of skip over this, because we, we kind of talked about it a little bit, and I want to be cognizant of time here.
Um, so, when we look at various technology trends, we'll focus on a variety during a year, and in this case, we focused on a lot of these, a number of them.
Uh, We want a little bit more commitment. I mentioned automation.
Um, there's cybersecurity, self managing systems, delivery technology for D C in multiple markets, new digital payments.
We're also speculating a little bit, with the metaverse, to some degree, and we've, actually, some of our work wasn't early metaverse, two years ago, it just wasn't labeled as such. And we'll touch on that a little bit.
So, again, simplify, transform, and innovate. So, how do we do this?
We utilize what we call on the right, or digital engine.
And we start most programs and projects with a new way, fresh way of thinking using technologies and methodologies around design thinking this cog on the middle, upper left, right?
I mean, um.
So, to enable growth, we utilize user centric thinking, we spend time with customers and consumers, as well as our business partners, technology partners.
We also bring in data on the top right, as well as AI and next generation thinking, and then we want to automate where possible.
Look to find next problems through our results of the data and automation.
Then at the bottom, we follow a formula which on most of the honey combs, you're familiar with, Uh, Define, ID, a prototype test, that's our test and learn, P O C, model.
But we put a lot of weight on the beginning, on the empathize of the consumer, the stakeholders, our customers, our partners, and our employees.
So how do we do that? Again, touched on the left.
Cover there's quickly business roadmaps, governance in the middle, and risk elimination.
Then, in the very middle, we're constantly looking at the industry trends, and technology trends.
But, at the bottom, we're looking at bottom-up opportunities.
This is where our business are in emerging markets.
You know, frontier markets in established markets comes from the bottom-up, and we work closely with those business leaders to help understand what's happening on the ground, how we can meet the ships competitively, and technologically.
And we've put together a group called digital ventures focused on agile innovation, and this isn't just bright, shiny objects stuff. This is really purposeful and we have a methodology around it.
But the themes around it that are very important are quick time to market, test and learn, learn and fail, and then built at scale.
So that's, that's where we bring together a lot of the Lean Startup type methodologies.
So while we're seizing value and innovate, here's three that were, we're huge over the last couple of years with wood, Over on the left, we have our retailers in certain markets, uh, for, for decades, or as a field, salespeople would go do their visits with the retailers and spend time and walk the stores in and order products and all of that. Of course, all of that was shut down across the world during covert.
So what we were able to do within 30 days was with our business partners, with our stakeholders in the regions and with our customers, are retailers put together messaging systems. In this case, using whatsapp, but we've done it with Facebook Viper depending on the markets.
For orders to be placed online, and communication between the field sales reps, were no longer visiting the sites and the buyers, within the retailers.
And we weren't able to keep a continuity of order Flow, because, at the same time, covered was shutting down, the retailers were still delivering groceries and food to the consumers during coven. So, that's number one.
In the middle, uh, we put together, again, very fast to market, within three months. The idea came up as convert locked down and started in the US.
Always trick or treating is the biggest candy holiday of the year for Mars, as well as the comp competitive manufacturers of candy.
So what we did, we put together an idea out of enterprise architecture, brought it to the brands and merchandising and the deployment teams, the legal teams, the commercial teams, and put together a digitized version of trick or treating online, a true avatar family experience within their own.
Local communities, where they could decorate their digital versions of their houses and their personas go house to house with their friends and neighbors and we partnered with Disney. We partnered with Wal-Mart. We partner with Walgreens.
Through that, we were able to connect and we put together a digital economy of candy points, which were then redeemable, either online or in the store to pick up their candy always was not canceled, and that was our theme.
And then we said huge, traditional and digital media success on top, and frankly, it turns out it is an early murr.
The techniques that we use in the underlying platforms Unity Playfab from Microsoft, our early metaverse tools, so very exciting from that in, and where the plan is to move that to other other holidays.
So, on the right, another 30 day turnaround, in March April, we covered it.
We were able to move our 5200 veterinarians and our hundreds of health clinics and move them to online telehealth with parents and and pets.
Veterinarians live and turn that on, within 30 days, huge success, seizing value through innovation and driving the art possible, OK, so the approach standard to some degree problem definition, mapping the journeys of the experiences, but then looking at what we call, how might we use out of our design thinking and user centricity?
one of the differentiation is one of the disruptors in order possible scenarios. And in my opinion, just as much disruption, it's also creation creation of frontier and new markets.
Uh, in addition to disruption and then features roll outs, partnerships, all put together with technology foundations.
So how do we journey map our approach?
We start with immersion sessions, which we call hackathons, where we learn, we absorb with our stakeholders, we frame the problem, we IDA.
Then we begin the planning process and prioritization process to get to an opportunities pipeline by exploring these opportunities and then prioritize them in a plan, prioritize these ventures, and make sense of what we want to do.
Third, we begin the incubation, which moves us towards execution, proof of concept, test and learn 3 to 6 months.
Iterations, which was shown on the prior slide, exactly what we did there, where we create the applications and the solutions, But more so, the consumer experience, and put that together, and we learn what's working, what's not working.
And then we move to the realization and, scaling, take the pilots out.
So, for instance, in the area of O D C in certain markets, what, through, through my background, as a professor and, and being in e-commerce since since 96, I was able to help highlight the idea that in certain markets, such as India, and Indonesia in particular, Mars, as a foreign entity, we weren't allowed to sell direct to consumer.
Neither could Wal-Mart, neither can Amazon.
What, what we had to do was the leverage new business models, which is shortened version, R B, to D, to C, business, to distributor, to consumer. So we would sell inventory into our distributors in country, they and we would work with them to build a mars oriented website face of Mars products for pet food and candy.
And these businesses in country would then conform to FDI protectionism regulation and be able to take orders and then move the goods directly to the consumers on last mile. Carrier delivery.
The money, Maurice got, was upfront by selling the inventory.
But we had a handle leading R R, Are our customers, and distributors in those markets, through the B2C model.
So what did we do when we're when we're doing the design thinking and user centricity model?
Based on techniques from IDEO ID, Yeo, um, Consulting Firm, we put together a Part of Possibility Value Stream.
We call these the How might we use?
And if you look at them, it's not just about how might we put in, you know, an AI ordering system or a whatsapp messaging system for customer support and e-commerce ordering.
But how might we attract consumers and partners to participate in these new eco systems in these emerging market frontiers?
And then once we begin to attract, how do we engage them in these ecosystems?
Once we begin engaging them conversationally through e-commerce as a community, How do we begin the long term retention by the lighting?
And our ways of working?
And getting the scale up to happen, not just in that single country, but move it to countries within the region, and then re-engage consumers partners on a continuous basis.
So, it's a full circle area of flow.
So, if you look at the way we do this, we've scale, end to end innovation.
We utilize planning on the left, hack a thons, or leadership or art, co-ordinating with business strategy put together the pipeline. And then we drive it out.
And these are lists of projects that we did, but it's also work on the right. Our communication vehicles. We have quarterly reports and sessions, We have monthly newsletters.
We have annual reports.
And we share these globally because when we focus on certainly businesses, other businesses then begin to learn, hey, we want to get involved with these digital venture innovations.
So, this kind of shows the roadmap of the different types of capabilities, and over on the left, it's really about the business strategy and focus Power, we know, driving intelligent nutrition recommendations, how are we growing the vet business?
Um, always scaling through AI and aided selling.
These are various areas that we did.
These, these blueish level, uh, line lines are the hackathons, and within them they started in 20 20, and you can see there's a smattering of them, about 12 or so. During 2020. Then we moved it to 20 21 full speed, very heavy.
And we're continuing this in 20 22, very exciting time with over 40 successful projects.
So, um, to kind of, uh, this is kind of a glimpse of some some other areas that I spend my time at conferences speaking about as well as at mars and at Hofstra.
In my academic role, what's important is embracing your eco systems and understanding the components of how you collaborate to help make you successful.
This applies to businesses, as well as Enterprise architecture approaches to rolling out new businesses. So in the broader rectangle, we have two eco systems which I've simplified here on the left.
The Eternal, Simplified Ecosystem and on the right, very important, external, simplified ecosystem on the left.
Working with at the top, the business unit, and the strategy, and as we go clockwise to the right, the EA and the various Enterprise Architecture Domains, Security, Infrastructure, Data, The Business, Enterprise Architecture, of course, security, enablement, and deployment.
You're commercial and legal, and regulatory.
These are all important factors, and these are just some of the key areas On the right.
You have your business partners, your technology partners, your vendors, you have to keep an eye on your competitors, Then, of course, the consumers are such a big part of it, and they have to be engaged completely as you.
You drive your business to reach your goals and your outcomes.
But if you take even a closer look, I've expanded the eco system on the right, because I think it's very important to understand not just partners, vendors, competitors, and consumers, but especially in frontier markets and emerging markets, where you're looking to make a play where your brands might be recognized already, but businesses aren't on a solid putting them.
So there's various areas that do not conform to the Silicon Valley model, where VCs are ready to go and transportation is in place and and legal understands, no disruptive ventures.
In many, many cases, this is not even in place. Financial VCs and emerging markets might not be, their transportation may be very minimal.
Getting you're even getting your direct to consumer deliveries to consumers, The fact is that there's over 50% of the world does not have a street address.
But they have cell phone access, and they have residents, how did they get there?
Consumer products, or consumables to their houses when they don't have a street address, or Amazon, or, you know, even more importantly, as an ambulance get to their house.
So, working with frontier vendors such as, OK, hi, using geo positioning.
Building out NAEP technologies, emerging markets in India and Africa, south-east Asia, are now able to determine how to get products to those houses without street address.
Other areas energy might be lacking, legal precedent might be lacking and regulations such as the FDI protectionism in India and Indonesia needs to be looked at.
So very many aspects are part of this.
So this is a bit about the Mars innovation transformation story.
It's been my pleasure two to share this with you just to quote Buckminster Fuller, famous Arthur.
There is nothing in a caterpillar on the left that tells you it's going to be a butterfly on the right, So keep that in mind as you go forward.
And remember, the world we want tomorrow starts with how we do business today.
Thank you very much.
Leave. Its soul is a pleasure, a masterclass. The journey that you are leading, a Mars is one of the most impactful.
Culture of business, and these are transformations that we have witnessed, and it's always a great pleasure to have you with us. Thank you, again, so much for sharing your wisdom and expertise with us today.
We will not have time for questions today, because the next session is going to start showing believe. I had so much commentary during your presentation because, and the reason that, personally, why I love you as a leader is because of your high degree of accomplishment and authenticity, And the reality is that in these transformations, there is the good, the bad, and the ugly, and we have to recover from challenges.
And what a great session and to demonstrate that, you can see the thing wasn't working, troubleshooting in real time, making it happen. Because that's how they start transformation takes place, right? Absolutely. Right. That is the 100 X inaction.
Yes, That's right, that's right, OK, thank you, Brian, and team. And thank you, audience.
Feel free to reach out to me on LinkedIn.
I'm always here to talk, and, and I love peer networking, so let's, let's do that, Josey, I take Ehrman.
Thank you very much, Lee, it sets being a pleasure, and thank you for sharing your wisdom and expertise with our global audience today.
Ladies and gentlemen, that's Lead Bargainer Leader for Culture, Business and Digital Transformation at the Mars Corporation. We're going to take a short break now, and I will be seeing you back at the top of the hour with another tremendous leader of culture business. And these are transformation.
And he is coming from one of the Greek organizations, one of the great global organizations. And I'm going to get you to the session title here and makes sure that I get his session titled Just Right And I'm talking about James Kirk, who is the Director of Digital Workplace Service at Campbell's Soup. And he's going to talk about the Journey to Superior Customer Experience. So take a break now. I come back with James at the top of the hour. Thank you.
Global eCommerce Enterprise Architect and Innovations Strategist,
An e-commerce executive since 1996, Lee Bogner is Mars global enterprise architect for eCommerce and digital innovations. Lee advises global emerging market businesses on D2C, B2B and hybrid online marketplace e-commerce strategies and operations; hybrid B2D2C eCommerce; social, video and community e-commerce and analytics; as well as game-changing virtual consumer experiences - including the heralded Mars Treat-town Covid-ready Trick-or-Treating gaming app; and digital ventures innovations across India, SEA, EU, LATAM and N. America.
A frequent speaker, Lee has held global ecommerce leadership, consulting and innovation strategy executive roles at J&J, Accenture, Bed Bath & Beyond e-Retail, The Research Board think-tank, and successful-exit digital; social; analytics; media and e-commerce startups. He has his dual-degree Master of Business in Quantitative Analytics and Information Systems; and since 2012 is professor of e-commerce, information systems and analytics at Hofstra University’s Zarb School of Business – teaching digital business strategy in the master’s in business program.
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