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In a landscape where consumer trust is fragile and tech investments must deliver ROI, executives face a high-stakes challenge: how to unlock the full value of data without compromising privacy or brand integrity.
At Fuel Up With Fortune in Cannes, Jarrod Martin, CEO of Acxiom & KINESSO, Kaveri Camire, CMO of DXC Technology, and Michael Lacorazza, CMO of U.S. Bank joined Fortune's Ruth Umoh to share candid insights and real-world lessons on rethinking data governance, optimizing investments, and reaching more consumers.

Executives Turning First-Party Data into a Strategic Advantage

Conferences

Uh, so at Fortune we interview C-suite executives, uh, at Infinitum, and I'm sure you all have heard, uh, the adage that Ze is oil. Data is the new oil. Companies are obsessed with collecting more and more data. I, however, would argue I would posit. That most companies today are actually drowning in data, uh, but starving for insight. So first question, just to kind of level set and kick things off, how are each of you ensuring that your data strategy actually drives measurable performance, uh, and doesn't just become another nebulous call center? Perhaps you can kick this off, Kari. Sure, um, thank you for having all of us here. So for me, I think, uh, you know, I come from 20 to 30 years of just B2B world where everything is data. Data is around how we look at our customers, how we derive value from, uh, the customer set. But I think in my mind right now for my teams, especially in the era of AI that everybody's talking about, we got to really look at. Get rid of the noise, cut the noise, and really sharpen our focus on what truly matters and how you look at data that actually drives value. But for me, the biggest thing of that is customer centricity. There's so much data out there, but I think we've we have to pause and listen. And that's something that we're not doing that much of, and my biggest focus for the team right now is think about what our customers are saying. Think about what our customers want from us. Think about the problems they are looking to solve for, and that's the golden nugget that I want to look at from a data perspective, and there's a ton of technology out there today to advance that and leverage that for real value. Uh, quick follow up there, uh, you. Firm, what are customers telling you? What are they craving? What pain points are you trying to address? Yes, I'll give a quick view. DXC is 120,000 people. It's a global company. We're operate in 60 countries. Fortune 500 Fortune 500 company. Thanks Fortune. And it's, it's really about understanding. We are a global company at scale, but we also are very focused on local excellence, and what I mean by that is there are cultural norm. responses there's data sovereignty. There's so many discussions that are happening, especially around AI right now, but customers are asking for answers. Nobody knows all the answers. There is a lot of hype. There's a lot of promise, but I think for us what's really important is we work with some of the largest brands in the world if it's Mercedes, BMW, Allianz, um, you know, American Airlines United, the data for each of these customers is the life. Line because it's dealing with patients, it's dealing with passengers it's dealing with people's lives and they are asking us, and we're very fortunate that we've lived in the notion of trust. Our customers have trusted us for decades, so we've been around for a long time. We've been through many cycles internet, cloud, mobile, AI is next. Probably Quantum will be the next one, and I think the single thread of focus is we trust you journey after. Journey helping us with the innovation. So that's what they're asking us. Show us the path on how do we advance in AI, but how do we do it ethically and safely? And that's what the trusted left for DXC is really important. Yeah, well, we'll momentarily zero into that to that angle on trust. Curious to hear from you, Michael, how you're using data to really pull out meaningful impactful insights for the US banks. Yeah, I'd love to build on that point around customer centricity. Uh, you know, there, there's no substitute for understanding your customers, what's important to them, what problems you're solving, how they make decisions, how does their journey come to life, and our, our, you know, larger companies like us have massive amounts of data on our on our clients and we um. We have also an expectation that we're going to do something productive with it and something meaningful and valuable to to make the customer experience better. So it starts with that kind of level of understanding and then what we start to think about is what do we know in our data that can help us deliver a superior customer experience that differentiates us in the market. You know what kinds of solutions, products and services are most valuable at what moment in time and you know when are those channels, those touch points when we serve them, and that's that's the foundation of where we start. And then from there it's then analyzing and understanding what signals you have that can enable that because there is, there is a lot of noise and you have to find the nuggets that really make a difference. And when you say signals, what do you mean by that? Yeah, so you know, there might be some examples of how a client is moving, moving money. Um, that could, could signal some sort of a life change where they need a piece of advice or guidance and enabling to do that. And so if we understand that from just how they're working with us, then we can proactively reach out and be of service. I was just going to say like these are all really great points. I think you know advertisers are obsessed with too obsessed with collecting data to your question. And I think focusing on what matters is really important and what drives results and being customer centric is really important as well, so I'm not going to duplicate all of those really great points. What I would say though is on top of that is an enabler of these things is being able to connect the data together. So most advertisers would say they have more than enough data to make decisions, but they don't have it in a form that they can use to make decisions with. And so by connecting that data together, what do I mean by that, creating an identity spine that allows you to connect different lines of business together to connect different touch points between earned and earned media channels that enables you to really recognize the consumer and treat them as an individual and recognize their journey with you. That's really the key for me on top of these great points is having that connected ecosystem that can then power both both personalization at scale but also. Um having a way of Allowing consumers to control their own destiny. So if you've got a single repository of data that's connected, if a consumer wants to opt in or opt out of anything, it's a really simple process to give them that control and to show them in marketing that you're listening to their feedback. I say that that's the whole point. Like, are you listening? You're hearing a lot, but are you actually pausing and listening, and that's your point on like having those connective tissue and the dots of like, let's look at all the different facets and take a minute and listen. Yeah, I mean an example might be like email can be a bit of a bugbear for some people where email doesn't cost much money to send, so everyone gets their inbox spammed, right? But email might pick up signals from the consumer about who they are and what they like. Let's just say they opt out of that email. Now what the smart thing is to do is to not send them any more emails, but. But then recognize what you've learned from those emails to better inform the other channels that they still want to speak to you through. If you do that, you're managing the best of both worlds. You're creating the customization, but also the control. Uh, Kaveri brought up trust earlier and that's really at the crux of this conversation. So let's lean in, uh, there, Michael. I want to turn to you. US Bank, obviously, uh, a financial institution ostensibly highly regulated, so you cannot afford to treat data carelessly. Uh, what is your internal scorecard for evaluating third party data partners and, and just what's your overall framework for trust, for quality, for compliance, and how that shapes your marketing? Yes, and at US Bank, trust is at the center of our brand. And it's one of those, it's one of those elusive type of, you know, emotional connections where it takes a really long time to earn it and if you make a mistake you can lose it really, really quickly and data and caring for that data is at the center of that and the expectation that we will care for it, so. With respect to how we onboard third party data, we have a very, we have very well established processes and procedures to to to evaluate, you know, the veracity of the chain of control. Do we have the proper usage rights, do we have the proper, you know, IP protections and so forth, and, and so for for a partner that ends up in our ecosystem, you know, they, it's a pretty high bar. Uh, let me turn over to you, uh, Jared, because you, you alluded to this at the top of the conversation. Everyone is chasing personalization at scale. I think we're in the era of hyper personalization. What does it actually take to do that well, kind of make this really sticky for for those in the room? Yeah, I mean, personalization at scale is an easy thing to say. It's a difficult thing to do. I think we talked about creating a connected data environment to enable that personalization. That's a really key infrastructural element. I think we also talked about marrying the personalization with the control that the consumer has so that they can opt in or opt out whatever they like. I think the other thing to think about is that a lot of advertisers might personalize because they can, not because they should, and I think we should think about what elements of personalization are actually driving results versus what elements are driving complexity. The way I think about things is, is we need to bifurcate our thinking between how we operate as a business, as an advertiser versus how we appear to an end consumer. We can be increasingly sophisticated under the water. But we need to be increasingly simple above the water and increasingly customized to that consumer. So personalization at scale is around simplifying the end user experience, focusing on what matters to that consumer, while having complex decision logic and data sets to sit underneath that. A similar question for you could vary, you know, Seeds, as you already noted works with clients like Mercedes-Benz, like United Airlines, uh, like Lincoln Financial. These are all brands with vast and complex, uh, data ecosystems. So how are you helping them to unlock value while still balancing innovation with integrity? Yeah, so I think this goes back to what you were saying. Um, I think we would not exist if our customers. did not trust us and value us for taking them to these risk-driven journeys, uh, in technological advancement. tech is moving at such a crazy pace and such a fast pace. Um, the way we look at DXC and how we are operating with all of our customers is, uh, it's not just about ROI, it's trust ROI. Because if we don't have that trust ROI, it's not going to work for us. We have governments, we have, uh, you know, like I was saying, we have airlines where lives of passengers matter. We have banks where people's, uh, you know, money is sitting in those banks, and I think a slight glitch in the system is not just unacceptable, it is existential. You can't operate in an environment where you don't have that. So from a marketing perspective, I'll just say something as simple as we just had a client advisory council a couple of months ago where we brought closed door sessions, something it's sometimes it's even nice to just go to simple things that existed in the past that we don't do anymore. Let's get in a room, talk to our customers. And I asked them a simple question, where you're headed? What is your biggest challenge? And the third was, how do you like to communicate with us and how do you communicate on a daily basis? What is the tool or the platform that you use the most? Is it long lead blogs? Is it videos, is is a text? You will not believe they all said we don't want long form things first. We would prefer to look at videos, and this is C-suite, CIOs, CTOs, CEOs. Time is money, and they're constrained. So I think those are the things that we're starting to do is really listen to hear how our customers who are some of the most, you know, in the most mission critical spaces are consuming information. They all said video, start with small video. Give us the TikTok version of the story, and then if you want to lean in more, we will come to you. They want digestible. You said you also asked that cohort, what are the biggest challenges and obstacles? What did they say were the were the pain points, any trends that emerged there? So in the room without naming, there were banks. There was a bakery, believe it or not, they are using robotics to distribute thousands and thousands of loaves of bread. And they are all trying to figure out how do they drive efficiency with AI. A lot of them have very private focused networks with an AI right now because they're not kind of sure yet of is their data going to be exposed. So this goes back to my point where they are working with us and leaning on us to show them, uh, opportunities and direction of. Take advantage of AI, but our goal is to take advantage of AI in the right ethical way, which is going to take them to the next level. So that was a big question like show us how, how do you find the balance uh between helpful personalization and perceived surveillance, you know, the, the privacy conversation, and he thought, Michael, and I'd actually be curious to hear from all of you. Absolutely, yeah, yeah, well, you know, surveillance is for me if defined you're listening in in a in a sort of cynical way, right? And um with with if if we get personalization right, we're listening to our clients, we know it's important to them and we're using the data and the signals to to improve their experience with us to deepen those relationships, um. You know, I, there are several examples out there where, you know, one was, you know, a woman was shopping for, you know, one particular item and it signaled that maybe she was pregnant and then the brand starts to serve diapers and it's like to me that's that's crossing the line, right? And that's like that could be felt as too invasive and personal and surveillance, but But um, but if you but if you find a way to do it where um you're delivering value, you know, value exchange for the information that you're acting on, then you've kind of got it dialed in. Let's talk financial metrics um as as as we begin to wrap this up, uh, what would you say is the most important question a CMO or even a CEO should ask before making their next big data, uh, or more tech investment? I would say um. Is it going to simplify and connect what I have today, or is it going to complicate and further add cost to my business? I think when we talk about marketing ROI, we talk about the cost of the communication versus the benefit that that communication drives. What we don't talk about is the underlying cost of the infrastructure that's used to create those communications, and we don't actively manage the total cost to try to make it work better for us. If we can unlock the billions of dollars that are spent in Martech around the world. And make those work harder for us. That marketing ROI on a net net basis will go through the roof. I have two simple things I ask my team all the time. Show me how it's going to get us closer to the customer. Show me. Give me examples right off the bat. And the second one is, um, let's not just invest for investment's sake. Ask yourself what's the outcome that you're getting at, because I think sometimes we're All just moving at such hyperbolic speed that we're not stopping and thinking, what am I trying to get at and what these are some very basic questions, but I think oftentimes to your point where you said, we're investing and we're not thinking about it, you have to ask yourself what is the outcome that we want to get at, um, you know, and for us it's global. Most of our implementations and executions are global, so you've got to really, really be thoughtful about what's your outcome. Call us out, please. Yeah, so. I would say before you you contemplate adding on any sort of analysis tool or technology on top of what you're trying to achieve, is your, do you have the right data sets and are they in the right condition and format to be able to act upon? Because if you don't have that foundation in place, then you can put any fancy technology, AI, whatever on top of it and it won't matter. So you start getting that, get in that place first, then you can start to begin to contemplate what you put on top. Fantastic way to end. thank you all, uh, lots of great takeaways. Uh, trust is not optional when it comes to data and you have to be outcome oriented, really cutting out the noise. So thank you, thank you, thank you.

Musicians:
Abdias Armenteros (Tenor Saxophone)
Domo Branch (Drums)
Philip Norris (Bass)

Fortune Global Forum 2024: Special Performance - Jazz At Lincoln Center All-Stars

Welcome back. We're going to start off with something incredibly special and in perfect harmony with our setting, a performance by members of the jazz at Lincoln Center. All stars. Let's have them join me now on stage. Gentlemen. Come on up a round of applause, please. Hello, gentlemen, good to see you. Alright. Playing for us today. A Dias Armenteros on the tenor saxophone. Damo Branch on drums and Philip Norris on base. They're all recent grads of Juilliard and the Manhattan School of Music and regularly perform with that guy Winton Marsalis. Yeah, they're going to give us a glimpse into the future of jazz with a performance of an original song by Domo Branch entitled Blues for the World. Please enjoy. Mhm. Mhm. Um. Mhm. Mhm. Mhm. Ok. Oh. Mhm. Ok. Thank. Thank you all so much. A Dias Arm and Taros Philip Norris. My name is Domo Branch. That was blues for the people. We truly appreciate. How fantastic was that? Give them another round of applause.

Wynton Marsalis, Managing and Artistic Director, Jazz at Lincoln Center
In conversation with: Andrew Nusca, Editorial Director, Fortune Live Media

Fortune Global Forum 2024: Jazz, Leadership And The Future Of Democracy 

Photograph by Rebecca Greenfield for Fortune

Winston. Thank you for having us in your house today. OK. It's a pleasure being here. We need some better walk on music. So look, I want, we're gonna play a AAA one round game. All right. It's complete the sentence. It don't mean a thing if it ain't got that swing is democracy swinging right now. Um Yeah, I think so. Why? And it actually might help the room if you tell the room what swing means to you because that is the jazz term. Swing means the constant reconciliation of opposites. So across time, maybe you have eight years swings, 10 years. Wings is the constant attempt to find a balance of opposing forces. Uh So you have to have opposition in the swing rhythm. The drums are in six. The Cymbal is the highest pitch and it has forced to play on every beat with the bass that is in four and the drums, the loudest instrument and the bass is the softest. So all night they're looking at each other. Negotiating man. You're playing too loud, you're not in time, you're not swinging, you're not playing good. And that's, that's the, the, the central kind of idea of our music. How do we share space with people that we don't necessarily agree with? So you think things are going well in that regard? Democracy is, in fact swinging. I think, I think that what I'm describing is a momentum and the momentum goes well or not. Well, based on your perspective for some people, it is going well for others. It's not a very loud drummer thinks things are going great. A bass player with an AMP would turn that amp up to 10 and think, man, this sounds great. All I hear is bass. But we have to realize when we're talking about momentum, you, you're inside of the ocean. You asked me how is a wave doing? It's a wave. Right. Right. So you draw a lot of, and that's a great parallel I have played in live music settings as you have. You and nobody wants the, the, the loudness wars, certainly not the audience. Um Tell me a little bit about draw draw some more connections for me. You know, jazz has a very clear set of elements of fundamentals. So does democracy. There are some parallels for me between those because clearly we're all playing in the same band. Well, the the fundamental, the fundamental of democracy is no king, right? OK. And because you don't have a king, then you have to figure out how to negotiate space. So in jazz, you can be the leader of a band, but if you solo all night. Uh One thing I mentioned, democracy has the element of choice. You can choose to expend as much of your energy as you can expend on the rights of others. Or you can expend it all on yourself. And what you think jazz is the same way one person could solo for 15 or 20 minutes and there could be nine other people lined up waiting to play and the rhythm section which is piano bass and drums, they tend to when you solo too long, they do a thing that we call. Breathe at the top of a cycle. We play on forms that are like a clock has a certain number of bars. When you play too long, the rhythm section goes and you can choose them to play through that. So the element of choice, the fact that we do not have a king and, and the fact that the more global your understanding is, the more you can perceive what other people are doing, the more successful you can be as a player in a group, but you may not be more successful as an individual. So, yeah. Yeah. Yeah. Yeah. I love that term. Breathe by the way, that's one of my favorite. Um So look, you, you gave a lecture in September Thurgood Marshall lecture and you talked about jazz and how it helped you see things differently in your life. And there's a line toward the end of that, that, that I'd like to repeat for the audience here because I think it's right on as to what we're talking about. If the democracy is to be accountable to itself and be what it says it is, we must be whatever it takes to make it be its truest self. You were distilling a lot of knowledge there. Right. Talk to me about that. What that means for our moment right now in this democracy. Well, it's a matter of each person's person with integrity because when you, when you lose your integrity, you have to remember that the loss of integrity is what is celebrated, your leadership becomes corrupted. A cycle is repeated over and over again. Your elites are intellectually corrupt, morally bankrupt and they're no longer accountable to any larger group only to themselves. It's a kind of companies who are only accountable to their board or their stockholders was the time when you had a baseball team, you could go to a company, they put your name on your, on the, on the Little League form or even coming from Canada, Louisiana. We had a company, let us play and segregated Louisiana. We put their name on our uniforms that they also gave us the uniforms and we played at the point at which you are no longer accountable to any community of people except those who you are fiscally responsible to. Then you lose a sense of responsibility and morality. You can no longer define who is the US, who is we and uh integrity is difficult. It has been difficult in jazz. Most of our festivals have the name jazz, but the music has nothing to do with jazz. The top three selling headliners of any jazz festival in the world is people who have never played the music at all. And it seems quite natural and normal because that's how corruption sets into things it sits on. I used to, I had a piece I wrote and I said, you see an eagle sitting on a crow's nest. His mind is in the east, but his head is in the west. He's lost his understanding and you get tired of being preached to because corruption has its own, its own momentum and the leadership lacks discipline, it lacks courage and mostly it lacks imagination then to have something that you're trying to lead people into, this is what we are going to do as a community. This is the direction we're going in. You then sink down into attacking other people because there's always a momentum to negativity and to violence and stupidity and uh to have the, the uh the acuity to understand those things. It's very difficult. We think it's easy but it's not. And then if you do have the acuity, they have the courage to stand against your own people who will be against you. It took Genghis Khan 20 years to defeat his own people. You know. So it's, it's very fundamental and simple. It's been repeated over and over again in the world. But there's always the masses of the universe know everything they went to schools and got degrees, they should have stayed home and been in the community and deal with stuff very fundamentally because we all live very fundamental lives no matter who we are. And you said the word repeat humanitarian, right? You were telling me backstage about something called the importance of repetitive form, symbolic repetition, symbolic, talking about it as a music term but clearly on that. Can you tell us what that means? Let's all think about because we seem like we're old enough to remember this. Let's all look back to our civics classes where we learned about the ci the city government. You go down to city hall and you would look at the council chambers and you would maybe you knew what was going on, but you was just happy to be out of school for a day. There was a form to that where these two houses, these, this is the such and such board. This is the, this, this is the mayor, this is what the mayor does. Then you were lucky enough to travel to another city in Louisiana, Baton Rouge. And we would go to the State Capitol and we would find this is where Huey P Long was shot. But this is what we do here. Then you say, wow this is a lot like the city government. Then when you get the federal government, you say this is like the city government is like the state government is like the federal government. That repetition of form allows you to understand how to function in the largest environment. And if you really think about it, the, the United States Federal Constitution is much shorter than any state constitution. So it's a when you repeat those forms as you're a kid, you start to understand what your power is. You know, Einstein said in 1949 that what what happens in democracy is that the people who have the most resources invest in communication and then they just flood people with propaganda and the people are no longer able to make intelligent choices that actually affect them. So he was talking about them. But we see that today because we use terms that are far too imprecise to communicate, like we say global. When you said I've been in 60 countries, you know what I realized in those 60 countries, global is a heart is a big word. But the one thing I do know is that people are doing the same thing in all of those countries. They have their families, they have their kids, they experience loss grief, they want the best for their people. Some are doing corrupt things. People will treat you to a good meal and if you have good manners and you know how to be polite and keep your mouth closed at the right time, you will be treated relatively well. And if you sense hostility and you act out of a sense of very common and normal fear, you'll avoid trouble. But ultimately, across the world, people want to love each other. It's not the fear that we have of everybody. When you get down on the ground floor, people want to love you. They want to do that. You know, you touch on this in a piece that you wrote. I don't know if you wrote it in 2018, but that's when it was first staged. Yeah. Yeah, I wrote it in 27. Um The ever funky low down ever called. And is it, is it an opera? What do we call it for? Piece of art? Um in it, you have a principal character named Mr Game, um explains how capitalism feasts on. The unfortunate. You talk about political malaise, you talk about cultural decay in America and how to rise above. You talked about global, you talked about a lot of different countries, but you have been one of the sharpest voices about this country. This is the only country I can come in. That's right for sure. I don't know other countries and not say anything except thank you. What should this room take away from that piece? Your integrity is personal back to you have to fight for when you, when you we have to step out on that windy precipice every day. We have thousands of decisions we have to make concerning others. One of the biggest mistakes we make in our country over and over again is we lack, we lack the, the fortitude to defend victories. North had a great victory over the South in the civil war. 10 years, they've given that victory back 12. If you see the end of reconstruction, that's all right. We lost 800,000 people. Don't worry about that. Let's go back to what we were, civil rights movement. A lot of great victories and possibilities. By 1980 we were saying, how can we pull this back and go away from this? Now we go around, hey, you want to know what with these parties are fighting over? I don't know what they're fighting over. I travel up and out in America. You want to be segregated. It is, you want the education to be unfair. It is. You want the job place to not be integrated. Don't worry, it's not. What are we fighting over? We just fighting over how we want to feel about it. We had a bunch of administrations. They all came to the same conclusion. We want this to be like this and we all have personal decisions that we can make and we never lose that ability to stand. I would always notice when I was growing up. If I would be in a tight situation, I grew up really in clubs sometimes late at night, ignorant things would happen. There was almost always a person who would say man, let's not do that. So this is not the right thing to do. I remember one time growing up, some, some younger kids started to attack a man who was looking at water meters and there was a guy in our neighborhood who was who, who had mental challenges and we were all kids. So we were just standing there looking at it and we knew something wrong was going on. And the person with mental challenges said out loud, this is wrong man. And he said it was so much feeling that it allowed us to kind of create a little clamor to let the man get away. We have to be willing to stand up to our own failures, our own lack of integrity, not looking at other people. And we have to always strive to do better. And that's why it's important for us every day to make those decisions and those choices. I have another question for you, but I would like to open it to the audience. If there's any questions for me or Winton, I'm being serious. I'm more serious, I think because we talk a lot of time. If you ask me a question, I would be nice. I'm looking here we go right up here in the front. Hey, Nathan, nice to see you, Nathan Rosenberg from insignia first of all your music, what a gift to the world. So, thank you for that. And what you've done here at Lincoln. Thank you. Thank you so much. OK. When you think about the platform that you have being an artist, um I'm not a politician. How do talking about integrity? How do you, how do you maintain the integrity of your word and the integrity of your art? Talking about things that are outside your everyday world. If it's not my expertise, I always say, I don't really know, but I think I'm not an expert in this. But if you ask my opinion, I will give it. I think this when I'm in other people's countries and I do interviews and I always tell them I'm not here to try to talk about your country. I don't understand. But, but if you put me in a position where I have to talk about mine, I will talk about yours is just good manners. And I go to many countries that the United States are not allies with and, and by and large people have respect that. And uh because I'm an artist, I don't have a military, I'm not trying to take stuff from people. So and I also am not accountable to people in, in any way, but to play good enough music for, don't want to continue to come in here and if they don't want to hear it, they just don't check it out or they don't come. So, uh I'm a public servant and that I have a responsibility to my craft and the seriousness and the, you know, I'm a person who II, I like people. So I will stand every night and sign every person's autograph. And for 45 years I've done that and I've learned more doing that almost and I learned playing and I learned that people just really want to know that it's OK to be themselves and they want to feel something that has a warmth to it. And uh when you're not naive and you're not, we are the world in it and you can just talk to people and say, hey, there are realities out here. People, people even the toughest people will embrace you. Sometimes, sometimes you have the other kind, you got to deal with that too. But our music is a tough music. You know, jazz is not a, is not a, a naive, naive music. We've had many great flo this month, Duke Ellington list goes Louis Armstrong. These are people who were very, very wise and uh and tough people. I have one more question for you and excuse me, it's related to that. You know, we're in a tribal moment. We are, but we've been in that moment. We have, we have not no different from that. We've been in that moment for a long time. We have, but you have a very clear view about the word community finding it. Who is it? Talk to me about that? Well, because after all this division, we need to pull together. Right. That depends on how expensive your view of the world is. Sure when a kid comes to me for a trumpet lesson, if it's in China or if it's in the suburbs of America or if it's in the hood, am I teaching them different things based on who they are? The feeling? I'm going to give them different? Well, it depends on my concept of the world. If I love them. If I hug them, if I teach them trumpet, like my trumpet, teachers taught me if I touch the universality in our instrument and I give them a feeling like, hey, now I, I, because I'm over 60. Now I tell my young people you're gonna have to change this. We messed it up. But that love that I'm giving them is not changing. I remember my father saw me once I was, I was in the hood in the school and I didn't, I dressed down, my father called me. He's a great musician and teacher. He said, man, I noticed you, you didn't have your suit on. I said, man, I'm in the hood, man. He told me, don't put this and that on. He said, when you get in the hood not up twice. And he's not a guy who dressed up like that, but he was a community worker. So I saw him growing up struggling the community with very few people setting out chairs and community centers teaching everybody's kids. Something about the music being hopeful when you would look at him and think, man, this is such a waste of time. But I still, now he's passed away. But I reflect on that call when you're in the hood, not a twice come for real come. Correct all the time. And I think, uh you know, it's, it's your sense of personal integrity is uh that's when you, when you deal with people, you, we are just in China, kids will come to me and say this is a picture of me and you in 1990. And you gave me a trumpet lesson. We played with the Shanghai symphony and the first trumpeter I had given him a lesson and musicians we listen to each other's albums. So no matter where I go in the world, I see people saying, here's your record. I checked out two cats from Uganda. I saw them on the street maybe 20 years ago. We have a program for high school students called essentially Ellington. And I saw him right out here on 66th street and they had pieces of music from essentially Ellington. And they said, oh brother, you know this music, this music. And I said, man, where did you get this music? Oh, a man brought it to us in Uganda. I said, man, you want to come to B and get something to drink with. I pour some coffee for them, sat down and talk to me were telling me how they encounter the music, music and ideas travel. So I feel like uh my, one of my heroes in the world is Muhammad Yunus. I love the fact that he understood that wealth means everybody is, is doing good when we all are doing good. We're doing good. I'm not gonna sound good with a bass player that mad because they never play. Even I played basketball growing up. You gotta give your, your big man. Even though they can't shoot, you gotta know how to give them a couple of shots in the game, man. OK. Here's some junk time shots for you to feel good about what these two misses you're gonna have. Oh, you know what I mean? But your point is good. The ideas flow, the music flows and hopefully the good feeling flows to pull society back together. Well, you got to be aggressive about it, right? Ladies and gentlemen, please give Wynton Marsalis a round of applause. Thank you. Thank you so much. Thank you. It all together. You saying? Oh, of course.

Merav Bahat, Co-founder and CEO, Dazz    

Brainstorm AI London 2024: Turning The Threat Of AI Into An Opportunity

Photography by Joe Maher Fortune Brainstorm AI

So just imagine that we're not here in London at the Rosewood, but rather we're in Paris in the movie cinema at and the year is 1895. So what happens now is that all of us are just jumping on our feet, running through the door, shouting and screaming and really panicking. What happened to the people on that uh film when the first film was uh was presented, they couldn't tell right from wrong. Is that a real train or not? So they're really, really afraid that it's gonna go at them and crush them. It might be funny today, but that's the only, not the only example, right? Whenever there's a new technology, typically modern technologies has always been a little bit scary and I can share a few more examples even when you think about um consumer were always terrified of elevators, right? So just think about it, it makes sense just being hanging up there in the sky with just a few cables holding you up. This is terrifying. And then the phone, people thought that it, it's a device that helps communicate with the deaf and, and even today, an average American is more afraid on robots than death itself. But we all know that today is the things that we are afraid of more is A I? And are there good reasons to be afraid of A I? Obviously? Yes, because even if you think about news and social media that we cannot even tell what is real, what is not real, what is fake and our identities, they could be theft and, and uh breached so easily so everybody can become us and they can, you know, tap into our bank accounts and, and medical records and what have you. Um And that's, that's, you know, only the personal level at the business level and I'm sure that you discussed it thoroughly. Uh Today is uh people are afraid that that A I is becoming so smart that it's actually going after our jobs, they can become better doctors, better teachers, better um uh software developers than us. Um But the real threat and that it is already coming is definitely cybersecurity. We already see the Attackers, the bad guys using A I and data to, you know, to have way more sophisticated attacks. And at the higher scale, I will just give you an example of malicious female phishing email attacks. So I think it's one of the one of the attacks that people are more, you know, common and aware of. So in the past, Attackers would have just sent emails, right? It takes them forever to find addresses and all that today, like email with chat GP T it was um 1000 times more attempts than, you know, before chat GP T and when you think about the attack itself. So in the past, it would be like a simple email targeting you. Some people would drop you in the trap and others, you know, just ignore it. But today with charge GP T the Attackers actually automate the response. So in a way you have a full communication with the attacker and you don't know, you're not aware and it looks like a human being and it's very targeted and personalized. So way more people fall into the trap. So yeah, cybersecurity is already the attacker is already using A I for the for the bad. So can we use the I for the good obviously? Yes. Right. Even if you think about the other examples of the train and the telephone and the elevator and all these and all these technologies help us communicate better, take us from one place to another and save us a lot of time. We can even hardly imagine our lives without it. I think that that's going to be the same with A I like 5, 10 years from now. We cannot imagine our lives without A I. And can you can it be used for good? Of course, it can just think about medical doctors just using all this data to better have analysis of patients even like specifically, like in rare cases, when you need to get data from the entire world to to to give a better uh prescription and medicine for the for the patient. And the same with developers, they can develop with A I way faster and more accurately. So yeah, A I definitely could be used for the good. What we also see in cybersecurity, we're already using a illm data in order to, to defend our organizations better. You look at CIA which is um a, a cybersecurity agency in the United States. Um They're using terabytes of data just in order to identify anomalies in this data, which these anomalies can, can show that there are upcoming threats so they can help in advance alert on upcoming threats. An organization can get uh appropriately prepared even in Britain, the MI-6. Um the spies are using A I to disrupt the flow of weapons to Russia and the war against Ukraine. And when you think again about developers and organizations use A I to fix flows, security flows faster. This is something that definitely we're starting to see more, more so and this is exactly what we do with that, my company and we're not the only ones that we are trying to leverage A I for, for protection. So in a way when you think about businesses, they have been breached every 11 seconds, which creates a huge damage, economic damage in the world. And what we can help is is with detection, identification if very quickly identify the exposure. But we also help with the fix using A I. So we can, we can help fix uh code, code and security issues or vulnerability security vulnerabilities really quickly. Just to sum up every company will be an A I company. Like every company moving to the cloud, every company is a software company, security organizations and security teams will have to be uh A I teams. They have to defend organizations using A I. And more importantly, when you think about it, cybersecurity was always a data play, but now it's even bigger play and whoever wins is the ones that have the data. Good news is that the defense side now has all the data. So we're very, very well positioned to fight A I with A I and we will win. Thank you, everyone.

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