When I joined Monsanto, it was evident that we had some good skills already in place and a few skill gaps. For example, we had a footprint in data science. When we acquired The Climate Corporation in late 2013, it was a powerful accelerator in that area because they are a data science, data-driven company. In essence, we combined our capabilities, adding a strong data science player to a strong agronomics player with expertise in soil management and crop production. This combination gave us a platform to elevate the use of data science capabilities across the corporation to benefit farmers.
Where else are we building?
- In the area of predictive analytics and in software engineering, so that we can execute true cloud-based engineering initiatives.
- In the area of APIs and microservices, where complex applications are composed of independent processes that communicate with each other based on language-agnostic APIs.
- In the area of open source software.
As we do all this, we're also building in more of a service management mindset. That enables me to better manage some of our services with third-parties, continue to reduce my operational cost, and drive higher value to grow the business opportunities that we’re looking at going forward.
Finally, we’re working very hard to help our business partners get more digitized. We’re spending to train them: what does it mean to be in a digital economy and a digital environment? I don’t believe all of that should sit in the IT function.
Digital experiences, digital understanding, and digital leverage must happen in all aspects of our company. We can use IT as an enabler for that, and I feel that with our business partners and their creative thinking we are working together to drive a brilliant future for our company.
