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Many companies today are rapidly adopting new technologies and tools to improve overall efficiencies, improve customer and client experiences, and support key initiatives that are related to business transformation. However, these efforts, while necessary, bring with them growing pains for the workforce.

As our global technologies transform, so must our teams. What we have discovered in implementing emerging technology at U.S. Bank over the years is that effectively deploying and making use of new tools requires a skilled and diverse workforce and a technology team with a strong engineering culture to support it.

Banking on technology and people

The largest technology investment for U.S. Bank came in 2022 when we announced Microsoft Azure as our primary cloud service provider. This move accelerated our ongoing technology transformation, part of which includes migrating more than two-thirds of our application footprint to the cloud by 2025. Harnessing the power of cloud is just one of many ways that technology is enabling our organization to bring products and services to our clients faster, while enhancing our operations’ scalability, resiliency, stability, and security.

The technology transformation at U.S. Bank is also focused on adopting a more holistic approach to both external and internal talent pipelines. Diversity is a key component of our team building because true innovation and problem-solving comes from people with different perspectives. To attract new, diverse talent to join our team, we supplement traditional recruitment methods with proactive techniques that help build our company’s reputation as a leader in technology and to give back to our community.

For example, we’re positioning some of our top subject matter experts at relevant conferences and councils to share lessons learned from our transformation journey and we’re engaging with educational programs, like Girls Who Code, Summit Academy, and Minneapolis Community and Technical College to both develop and recruit diverse talent.

Our top workforce priority, however, is retaining our current team and equipping them with the skills they’ll need today and in the future. Because technology changes so quickly, we have adopted a continuous learning mindset where our teams embed learning into their everyday responsibilities and see it as an investment in themselves. To do that, we created a strategy that focuses on four key areas: an employee’s time, establishing a personal plan, providing effective learning tools, and offering ways to apply what is learned. 

1. Time: Establishing a flexible learning environment

We created an environment and performance goals that encourage our technology teams to regularly dedicate time to continuous learning. Each member of my leadership team operates a different type of technology team with different priorities, work schedules, and deadlines, so they are empowered to decide how to create the time and space for their employees to achieve their learning goals. Some have opted to block all employees’ calendars during certain times of the month, and others leave it to their individual manager-employee relationships to determine what works best. We’ve found that, by empowering each team to make these decisions, our teammates are more likely to complete their learning goals.

2. Plan: Growing skillsets and knowledge

Just investing the time doesn’t necessarily mean our teams will develop the right skills. So, we created a program we call “Grow Your Knowledge,” where managers and employees have ongoing skills-related discussions to better understand employees’ current skills, skill interests, and potential skill gaps. This helps them collaboratively create a personalized development plan. We’re also able to use the information to help us measure impact and provide insights on new trainings we may need to meet a common skill gap.

3. Tools: Learning paths and programs

We assembled a cross-functional team of external consultants, HR representatives, learning and development experts, and technical professionals to develop the Tech Academy — a well-curated, one-stop shop for modern tech learning at U.S. Bank. This resource designed to support our teams to learn specific technical, functional, leadership, and power skills that are needed to drive current initiatives. Employees can take advantage of persona-aligned learning paths, targeted skill development programs, and experiential learning. We even developed a Modern Technology Leadership Development Program for managers to help them better understand how to support their teams through this transformation.

4. Application: Putting experiential learning into practice

Providing experiential opportunities where employees can further build their skills by practicing them is an essential part of our strategy. Right now, we offer programs such as certification festivals, hackathons, code-a-thons, bootcamps, and other communities of practice for our teammates to hone their newly acquired skills in psychologically and technologically safe, yet productive settings.

Our certification festival, called CERT-FEST, is our most successful experiential learning program so far. We leverage our own teammates to train others in a cohort-learning environment for eight weeks. To date, our employees have obtained several thousand Microsoft Azure certifications. Hackathons and code-a-thons take that certification to the next level by allowing our technology teammates to partner with the business in a friendly, competitive environment. The winning teams at this event build solutions for new products or services that meet a real business or client need.

Learn today for the needs of tomorrow

Since we’ve started this continuous learning journey with our teams, we’re seeing higher employee engagement, an increase in our team’s reported skills and certifications, and a stronger technology-to-business connection across U.S. Bank. These efforts have also shifted our employee culture to acknowledge that working in technology means you will always be learning and growing.

Finding new, more effective ways to address the ever-shifting needs of our customers will always be a priority. But in a continuous learning environment the question we now always ask is, “What do I need to know today, to learn today, to do my job better tomorrow?” This has been the driving force behind our success in growing, retaining, and motivating our technology workforce.

Financial Services Industry, IT Training 

Posted on Posted in Digital transformation, General topics Tagged with , , , , , ,

By Hock Tan, Broadcom President & CEO

Since we announced our intent to acquire VMware last year, customers have expressed to me their excitement about VMware’s momentum around cloud-native apps in its Tanzu business. Tanzu is a central part of VMware’s software portfolio and its multi-cloud strategy, and will remain that way after Broadcom’s acquisition of VMware closes.

The future of enterprise IT is multi-cloud — the ability to distribute applications and services across a combination of clouds. A combined Broadcom-VMware will empower customers to modernize and architect their IT infrastructure with large-scale, secure, and reliable yet flexible solutions.    

The move to multi-cloud is changing the way modern software applications are designed and built. Kubernetes clusters, which VMware’s Tanzu business enables, have become a core component of modern software applications, making them more resilient, easier to manage, and capable of running in internal environments and between different clouds.  As a result, enterprises can accelerate the speed and agility of innovation within their organizations in a multi-cloud environment.

VMware-enabled software factories

VMware customers are leveraging Tanzu to run some of the most mission critical cloud-native applications in the world, including government agencies that are essential to national security. The battlefields of tomorrow are digital domains, which means the tools essential to a country’s national defense have to be both physical and virtual.

Just last month, the U.S. Department of Defense (DOD) announced a $9 billion investment in a multi-cloud infrastructure across all domains and classification levels. Even before this major move to multi-cloud, VMware’s Tanzu Labs has already been at work assisting DOD in building its digital defense capabilities by going cloud-native, engaging in workforce reskilling, and developing software. VMware Tanzu Labs partners with organizations worldwide to accelerate the delivery of software and modernize legacy apps, while reducing operating costs and risk working side by side with customers to build capabilities, transfer skills and knowledge, and instill a process that shows immediate and lasting impact. In a short time, Tanzu Labs has made an immediate and lasting impact on DOD’s efforts to use all its tools, virtual and physical, to protect U.S. interests.

Seven years ago, in response to the growing potential of digital confrontations with adversaries, Tanzu Labs sought to work with DOD to improve speed and agility in software development, starting with increasing the digital proficiency of U.S. soldiers and service personnel. With no existing footprint of tools, practices, or personnel, DOD and Tanzu Labs were starting from scratch when they first stood up a VMware-enabled Software Factory within the U.S. Air Force, and did it in only 120 days.

Today, the U.S. Air Force Software Factory is now self-sustaining, employing more than 1200 people who build mission critical systems that will increasingly leverage a multi-cloud strategy.  The DOD has followed suit by standing up additional software factories within the U.S. Space Force and the U.S. Army. Tanzu’s methods of enablement helped create a learning environment within the factories that provides foundational knowledge to soldiers, airmen, sailors, guardians and government civilians. The mission objective is self-sustaining factories that can continuously deliver enterprise grade software into the hands of constituents.

Executing on the mission: The Army Software Factory

When it was stood up in 2021, the Army Software Factory established several key objectives, including increasing overall digital proficiency throughout the Army; enabling Army soldiers to effectively defend and fight in an increasingly data-centric battlefield; solving real and virtual Army problems by leveraging agile development security operations in multi-cloud technology and cybersecurity; and harnessing the culture of the U.S. innovation economy through close collaboration with tech entrepreneurs and academics.

Since then, the Army Software Factory has worked with Tanzu Labs to train more than 100 Army soldiers and civilians in the art of modern cloud-native development practices, skills, and culture to prepare for defending and warfighting across real and digital battlefields. This training will have long-term benefits for the U.S. Army, helping to maximize the long-term scalability and sustainability of modern software development and delivery.

Building on VMware Tanzu’s work with DOD

DOD’s Software Factories are just scratching the surface when it comes to cloud-native application development and the future of virtual national defenses. With its multi-cloud strategy very much in the initial stages of development, DOD is building and deploying more modern applications every year.

Modernizing legacy systems as part of DOD’s move to multi-cloud is a national security imperative. Through its partnership with Tanzu Labs, DOD is poised to succeed by continuing to invest in software factories that build, secure, and deploy cloud-native applications for its national defense and warfighting capabilities. It’s a model that is also drawing the attention of other U.S. government agencies that are also embracing multi-cloud environments. Upon the close of Broadcom’s acquisition of VMware, we will remain committed to this partnership with DOD, and we look forward to building similar mission-critical collaborations across the U.S. government.

The move to a #multicloud future has the power to change how #software apps are built. Learn more from Broadcom

Cautionary statement regarding forward-looking statements

This communication relates to a proposed business combination transaction between Broadcom Inc. (“Broadcom”) and VMware, Inc. (“VMware”).  This communication includes forward-looking statements within the meaning of Section 21E of the U.S. Securities Exchange Act of 1934, as amended, and Section 27A of the U.S. Securities Act of 1933, as amended.  These forward-looking statements include but are not limited to statements that relate to the expected future business and financial performance, the anticipated benefits of the proposed transaction, the anticipated impact of the proposed transaction on the combined business, the expected amount and timing of the synergies from the proposed transaction, and the anticipated closing date of the proposed transaction.  These forward-looking statements are identified by words such as “will,” “expect,” “believe,” “anticipate,” “estimate,” “should,” “intend,” “plan,” “potential,” “predict,” “project,” “aim,” and similar words or phrases.  These forward-looking statements are based on current expectations and beliefs of Broadcom management and current market trends and conditions. 

These forward-looking statements involve risks and uncertainties that are outside Broadcom’s control and may cause actual results to differ materially from those contained in forward-looking statements, including but not limited to: the effect of the proposed transaction on our ability to maintain relationships with customers, suppliers and other business partners or operating results and business; the ability to implement plans, achieve forecasts and meet other expectations with respect to the business after the completion of the proposed transaction and realize expected synergies; business disruption following the proposed transaction; difficulties in retaining and hiring key personnel and employees due to the proposed transaction and business combination; the diversion of management time on transaction-related issues; the satisfaction of the conditions precedent to completion of the proposed transaction, including the ability to secure regulatory approvals on the terms expected, at all or in a timely manner; significant indebtedness, including indebtedness incurred in connection with the proposed transaction, and the need to generate sufficient cash flows to service and repay such debt; the disruption of current plans and operations; the outcome of legal proceedings related to the transaction; the ability to complete the proposed transaction on a timely basis or at all; the ability to successfully integrate VMware’s operations; cyber-attacks, information security and data privacy; global political and economic conditions, including cyclicality in the semiconductor industry and in Broadcom’s other target markets, rising interest rates, the impact of inflation and challenges in manufacturing and the global supply chain; the impact of public health crises, such as pandemics (including COVID-19) and epidemics and any related company or government policies and actions to protect the health and safety of individuals or government policies or actions to maintain the functioning of national or global economies and markets; and events and trends on a national, regional and global scale, including those of a political, economic, business, competitive and regulatory nature.

These risks, as well as other risks related to the proposed transaction, are included in the registration statement on Form S-4 and proxy statement/prospectus that has been filed with the Securities and Exchange Commission (“SEC”) in connection with the proposed transaction.  While the list of factors presented here is, and the list of factors presented in the registration statement on Form S-4 are, considered representative, no such list should be considered to be a complete statement of all potential risks and uncertainties.  For additional information about other factors that could cause actual results to differ materially from those described in the forward-looking statements, please refer to Broadcom’s and VMware’s respective periodic reports and other filings with the SEC, including the risk factors identified in Broadcom’s and VMware’s most recent Quarterly Reports on Form 10-Q and Annual Reports on Form 10-K.  The forward-looking statements included in this communication are made only as of the date hereof.  Neither Broadcom nor VMware undertakes any obligation to update any forward-looking statements to reflect subsequent events or circumstances, except as required by law.

No offer or solicitation

This communication is not intended to and shall not constitute an offer to buy or sell or the solicitation of an offer to buy or sell any securities, or a solicitation of any vote or approval, nor shall there be any sale of securities in any jurisdiction in which such offer, solicitation or sale would be unlawful prior to registration or qualification under the securities laws of any such jurisdiction.  No offering of securities shall be made, except by means of a prospectus meeting the requirements of Section 10 of the U.S. Securities Act of 1933, as amended.  

Additional information about the transaction and where to find it

In connection with the proposed transaction, Broadcom has filed with the SEC a registration statement on Form S-4 that includes a proxy statement of VMware and that also constitutes a prospectus of Broadcom.  Each of Broadcom and VMware may also file other relevant documents with the SEC regarding the proposed transaction.  The registration statement was declared effective by the SEC on October 3, 2022 and the definitive proxy statement/prospectus has been mailed to VMware shareholders. This document is not a substitute for the proxy statement/prospectus or registration statement or any other document that Broadcom or VMware may file with the SEC.   INVESTORS AND SECURITY HOLDERS ARE URGED TO READ THE REGISTRATION STATEMENT, PROXY STATEMENT/PROSPECTUS AND ANY OTHER RELEVANT DOCUMENTS THAT MAY BE FILED WITH THE SEC, AS WELL AS ANY AMENDMENTS OR SUPPLEMENTS TO THESE DOCUMENTS, CAREFULLY AND IN THEIR ENTIRETY IF AND WHEN THEY BECOME AVAILABLE BECAUSE THEY CONTAIN OR WILL CONTAIN IMPORTANT INFORMATION ABOUT THE PROPOSED TRANSACTION.  Investors and security holders may obtain free copies of the registration statement and proxy statement/prospectus and other documents containing important information about Broadcom, VMware and the proposed transaction once such documents are filed with the SEC through the website maintained by the SEC at http://www.sec.gov.  Copies of the documents filed with the SEC by Broadcom may be obtained free of charge on Broadcom’s website at https://investors.broadcom.com.  Copies of the documents filed with the SEC by VMware may be obtained free of charge on VMware’s website at ir.vmware.com.

About Hock Tan:

Broadcom Software

Hock Tan is Broadcom President, Chief Executive Officer and Director. He has held this position since March 2006. From September 2005 to January 2008, he served as chairman of the board of Integrated Device Technology. Prior to becoming chairman of IDT, Mr. Tan was the President and Chief Executive Officer of Integrated Circuit Systems from June 1999 to September 2005. Prior to ICS, Mr. Tan was Vice President of Finance with Commodore International from 1992 to 1994, and previously held senior management positions with PepsiCo and General Motors. Mr. Tan served as managing director of Pacven Investment, a venture capital fund in Singapore from 1988 to 1992, and served as managing director for Hume Industries in Malaysia from 1983 to 1988.

IT Leadership, Multi Cloud

Posted on Posted in Digital transformation, General topics Tagged with , , , , , , , , ,

Dilip Venkatachari, Global Chief Information and Technology Officer at U.S. Bank, joins host Maryfran Johnson for this CIO Leadership Live interview, jointly produced by CIO.com and the CIO Executive Council. They discuss the explosive growth in digital services, mapping new customer journeys, critical upskilling needs and more.

Watch this episode:

Listen to this episode:

Careers, CIO, CIO Leadership Live

Posted on Posted in Digital transformation, General topics Tagged with , , , , , , , , ,

By Hock Tan, President and Chief Executive Officer, Broadcom

I recently visited Washington, D.C. to meet with policymakers and government customers to talk about the future of cybersecurity. Broadcom Software solutions secure digital operations across the federal government, and our Global Intelligence Network (GIN) evaluates and shares insights on the ever-evolving cyber threat landscape with U.S. law enforcement and intelligence agencies to ensure the safety and security of our critical infrastructure customers and the cyber ecosystem.

During my visit, I had the honor of meeting two superb public servants working to secure our global information technology infrastructure: National Cyber Director (NCD) Chris Inglis and Cybersecurity and Infrastructure Security Agency (CISA) Director Jen Easterly. President Biden could not have selected two more talented and experienced leaders to work closely with the world’s leading IT security companies and IT-dependent government agencies that comprise our virtual and physical critical infrastructures.

JCDC Collaboration

It can’t be overstated: without public-private collaboration to secure our critical virtual and physical networks, economies and governments around the world would be at the mercy of bad actors. It’s in that commitment of collaboration to better protect critical infrastructures that I was proud to be nominated by the President of the United States to serve on the National Security and Telecommunications Advisory Committee (NSTAC), and why Broadcom Software was honored to accept Jen Easterly’s invitation to be one of the first private sector “alliance members” in CISA’s Joint Cyber Defense Collaborative (JCDC).

Formed in August 2021, the JCDC is an action-driven forum that brings together federal agencies and the private sector to strengthen the nation’s cyber defenses through better planning, preparation, and information sharing. The JCDC showed quickly it could make a difference:In February 2022, our threat hunters uncovered Daxin, a sophisticated malware being leveraged as an espionage tool. We discovered that Daxin was targeting foreign governments that were not our customers. Thanks to our engagements with CISA through the JCDC, we informed the CISA team of the threat, and they connected us with the appropriate officials from the targeted foreign governments. Together, we were able to detect the malware and remediate infected computer systems. Jen and the CISA team also issued a Current Activity alert that linked to a Broadcom-published blog, alerting other government and critical infrastructure networks about Daxin.  

The Future

Given the success of the JCDC, and Broadcom’s overall engagement with the federal government, you can imagine how thrilled and honored I was to meet Chris and Jen in person and talk about additional ways we can deepen an already creative, collaborative, and productive partnership.

As the NCD, Chris and his team are developing a national cyber strategy that they will be presenting to the President later this year. Chris has written that to better protect the cyber landscape, we will need to shift the burden away from individual end-users of IT products toward larger, better-resourced private and public organizations. Rather than leaving it to end-users to find and add security to the IT products and services they use on their own, Chris would like to see security developed and integrated into the overall IT infrastructure more holistically. We at Broadcom Software already have undertaken a number of initiatives designed to build-in security in the development, implementation, and maintenance of our products, ranging from supply chain hardening to Zero Day prevention and notification.  Not every vendor takes these types of proactive measures, which presents policymakers with important questions on whether it’s better to regulate or to incentivize this shift, or to use a combination of both. While there are no straightforward answers to these questions, Broadcom Software will continue to offer safe and secure products.

Chris and Jen also have been tremendous advocates to promote private and public initiatives to build a stronger cyber workforce.  And they are taking steps to do something about it.  The most important assets essential to the security of IT networks and law-abiding nations are the talented professionals who make cybersecurity their cause and calling. Yet, skilled IT workforce shortages require both expanding and upgrading our overall talent pipeline, as well as improving communications between and within governments and the private sector. Jen has been highlighting CISA’s Cyber Innovation Fellows initiative, where private sector employees can be “detailed” to CISA part-time for up to six months to better understand CISA and work to build stronger relationships between the public and private sector. Jen was inspired by a similar program run by the National Cyber Security Centre (NCSC) in the UK, which has been enormously successful.  And Chris recently hosted the National Cyber Workforce and Education Summit at the White House, which focused on building our nation’s cyber workforce by improving skills-based pathways to cyber jobs and educating Americans so that they have the necessary skills to thrive in our increasingly digital society.

While these are important initiatives, what resonated with me most in our meetings is the value of Broadcom’s partnerships with the public sector, and especially with leaders like Jen and Chris and their exceptional teams. Meeting them during my visit was an important milestone for Broadcom Software, but more meaningful to me and our team is the continued collaboration and positive impact we will have going forward to protect critical infrastructures across government and industry.

Hock Tan, President and Chief Executive Officer, Broadcom:

Broadcom Software

Hock Tan is Broadcom President, Chief Executive Officer and Director. He has held this position since March 2006. From September 2005 to January 2008, he served as chairman of the board of Integrated Device Technology. Prior to becoming chairman of IDT, Mr. Tan was the President and Chief Executive Officer of Integrated Circuit Systems from June 1999 to September 2005. Prior to ICS, Mr. Tan was Vice President of Finance with Commodore International from 1992 to 1994, and previously held senior management positions with PepsiCo and General Motors. Mr. Tan served as managing director of Pacven Investment, a venture capital fund in Singapore from 1988 to 1992, and served as managing director for Hume Industries in Malaysia from 1983 to 1988.

Data and Information Security, IT Leadership