Thought Leadership. Collaboration. Breakthroughs.

RETHINK
TECHNOLOGY | INNOVATION | DESIGN THINKING | EMERGING TECHNOLOGIES
21st century
challenges and the
degeneration dilemma
Throughout human history, engineering has advanced business, society, and quality of life. Metallurgy

ended the Stone Age. Shipbuilding connected the continents. Networks of canals facilitated trade. The

steam engine reduced our reliance on human labor.

Now, at the dawn of the 21st century, we face new challenges, including
sustainable energy, carbon sequestration, clean water, health informatics,
cyber security, and many others.

Solving big problems requires big efforts. The dilemma is that many organizations are stuck in the

status quo—struggling to remain productive and relevant. The West is stagnating, according to Niall

Ferguson, author of The Great Degeneration. In 2016, falling short of expectations, global growth

was cited at 2.3 percent, a post-crisis low. World Bank projections for 2020 are that global growth

will achieve a modest gain of 2.7 percent. The European economy will remain stagnant while the U.S.

economy is predicted to grow by only 2.5 percent. China, India and developing economies will grow at

least three times faster.

The price of stagnation extends beyond the business community to society at large. One casualty

is jobs. Since 2009, the U.S. economy produced 11.7 million jobs, however the number of people on

disability benefits has risen 13 percent. Other casualties are the people and businesses who must

continue to do without innovations that have been put on hold. Technology leaders are in a position

to help their companies overcome a stagnant economy. But reinvigorating the business requires new

ways of thinking about disruption, technology, strategy, and product design. Enabling business vitality

through transformative leadership is the essence of the CTO Forum charter.

BASHEER JANJUA
Founding Chair & President, CTO Forum
 The evolution
of the CTO Forum
We are an independent, non-commercial, non-profit institution dedicated to
bringing together the brightest minds of our time to address key challenges
facing 21st-century organizations. CTO Forum members convene in an
intellectually charged environment to rethink engineering, technology,
disruption, and strategy—advancing their company’s mission, society at large,
and their own career trajectories.

OUR MISSION

The mission of CTO Forum is to cultivate growth and continuing relevance of organizations by guiding,

educating, and training their senior technology and business leaders in a neutral setting. We believe

that executives can better lead their organizations by engaging in candid dialogue with their peers

about mutual challenges, and by gaining early awareness of advanced research, tested methodologies,

emerging technologies, and strategic innovation.

OUR METHODOLOGY

We host multi-day, invitation-only Executive Education Programs, each focusing on Enterprise

Technology, Design & Engineering, Emerging Technologies, or Digital Strategy. These programs are

repeated yearly to incorporate new insights from top engineers, technologists, researchers, scientists,

academicians, authors, entrepreneurs, and business leaders. Programs include presentations, panel

discussions, and networking workshops where participants draw from their experiences to identify

roadblocks, opportunities, and solutions to a defined problem.

CTO FORUM MEMBERSHIP

Our members are leaders in their fields, who share a passion for applying technology in innovative

ways to address contemporary challenges to business, society, and quality of life. Among our current

members are some of the world’s most respected and accomplished technology and business leaders,

representing global corporations. Members include CEOs, COOs, CTOs, CIOs, VPs of Engineering and

IT, chief scientists, heads of research, laboratory directors, authors, entrepreneurs, and strategists.
PROGRAMS

DEVELOPING AND LEADING

the indispensable organization
Like the wheel, the corporation appears on the short list of the most significant human inventions.

By aggregating expertise and effort, corporations accomplish what individuals cannot. Led effectively,

they are indispensable.

CTO Forum believes that organizations, led effectively, can become indispensable to society. After

more than a decade of discussions with senior executives from Fortune-ranked businesses, academia,

and research institutes, we have identified organizational areas where senior leaders can make

significant differences. These include innovation strategy, technology operations and IT, engineering

and product development, emerging technologies, and R&D. Our programs focus on these areas.

CTO Forum provides ideas and peer support for developing and leading indispensable organizations.

As a member, you gain insights on making your current business more efficient, resilient, and agile.

At the same time, the forum provides early awareness of future technologies, growth opportunities,

and newly forming ecosystems to help your company remain relevant as the future unfolds.
 2020
March 23 - 24, 2020 rethink enterprise technology
Transformation Beyond the Digital Frontier
St. Regis Hotel, San Francisco

June 14 - 17, 2020 rethink INNOVATION STRATEGY

Strategic Leadership of Technology and Innovation
Harvard Business School, Boston

October 1, 2020 rethink design & engineering

Breakthroughs in Design and Product Development
St. Regis Hotel, San Francisco

October 2, 2020 rethink emerging technologies

Emerging, Disruptive Technologies Transforming Business and Society
St. Regis Hotel, San Francisco

Guest Speakers for all programs are distinguished business and technology leaders, top tier Ivy League

faculty members, and prominent researchers, thinkers and inventors.

PROGRAMS

RETHINK / Enterprise Technology

TRANSFORMATION BEYOND THE DIGITAL FRONTIER

PROGRAM FOCUS
Stephen Jay Gould in his book ‘Punctuated Equilibrium’, pointed out his study of fossils over multiple
evolutionary eras suggesting that species change did not advance gradually, instead massively and
disruptively. Gould further noted that after mass extinctions during those evolutionary eras, a tiny
minority of species survived and rapidly filled ecosystem gaps as a result of ‘speciation’. Perhaps,
there is a corollary to the business disruption cycles in Gould’s framework.

It appears, currently the large-scale organizations are facing existential evolutionary change in the
form of Digital Disruption. Since 2000, half of the Fortune 500 has been displaced and half of today’s
Fortune 500 will not exist as independent organizations beyond next decade. The average age of
an S&P 500 has shrunk by a factor of five in the past 60 years. On the other hand, ‘Digitally Woke’
top 100 organizations have claimed 84% of the total publicly traded profits in 2015. What are their
enduring competitive advantages – perhaps, ‘digital transformation’ and evolution beyond the digital
frontier?

CTO Forum hosts Fortune 500 Senior Technology Leaders to deep dive and explore ‘digital
transformation’ that has provided extraordinary success for early adopters - Cloud, DevSecOps,
Analytics, Technologies empowering digital experiences, blockchain, cognitive, and digital reality (AR,
VR, & IoT). Emerging Technologies demand new ways of thinking about the enterprise, information
systems, work, and the new role of IT and Engineering organizations and their executive leadership.
Rethink Enterprise Technology explores opportunities in all core areas, preparing organizations
for digital transformation and frontiers beyond digital, and the 2025-projected $100 trillion annual
economy.

The overall SUCCESS RATE for large

In 2020 global IT spending will exceed software projects IS LESS THAN

$3.87 10%
TRILLION

and the global enterprise software and when queried, 75% of Business and
spending for 2019 is projected to hit $466 IT Executives admit they anticipate their
7 8
billion projects will fail
March 23 - 24, 2020
St. Regis Hotel, San Francisco

ADDRESSING CHALLENGES, HOW TO:

o Eliminate legacy in all core areas of IT and communication systems
o Strategize data center consolidation, migration and Cloud adoption
o Replace antiquated development environments, technology and tools
o Address legacy applications, data cleansing, and cyber security
o Generate more value from data access and analytics
o Tackle governance, logistics, workforce, and IT Modernization

KEY LEARNINGS
o Mastering new rules at the intersection of IT, business, and innovation
o Identifying technologies to transform IT and modernize the enterprise
o Evaluating business value of the disruptive technologies for enterprise adoption
o Distinguishing innovative technology from ‘new marketing of same old technologies’
o Differentiating incremental changes from complete transformation of IT
o Transforming business using social media, mobile internet and cloud computing

BUSINESS TRANSFORMATION OPPORTUNITIES

o Revitalization of corporate information and communication systems
o Deployment of IT to better support research, innovation and business growth
o Transformation of business processes through strategic adoption of IT
o Modernization of engineering organization, capable of delivering breakthrough products with
faster time to market with predictability and deliberation
o Rejuvenation of engineering teams as a result of a better functioning organization

WHO SHOULD ATTEND?

o CIOs, IT CTOs, VPs of Development, VP of Software, and VPs of IT (all areas)
o CTOs, VPs of Engineering, VPs Products, and Director R&D Labs
o CISOs, CFOs, COOs, and Chief Architects & Strategy Officers

RECOMMENDED READING
o Information, Technology, and Innovation… by John M. Jordan
o The Shallows and The Big Switch, by Nicholas Carr
o Machine, Platform, Crowd: Harnessing Our Digital Future, by Adam Saunders and Erik Brynjolfsson
PROGRAMS

RETHINK / Innovation Strategy

STRATEGIC LEADERSHIP OF TECHNOLOGY AND INNOVATION

PROGRAM FOCUS
As world-class companies strive to remain productive in a stagnant economy, they face complex 21st-
century challenges. According to Boston Consulting Group, that investigated the longevity of more
than 30,000 public firms in the United States over a 50-year span, public companies have a one-
in-three chance of being delisted in the next five years, whether because of bankruptcy, liquidation,
M&A, or other causes. That’s six times the delisting rate of companies 40 years ago. To help Fortune
500 companies harness the extraordinary potential of technology, CTO Forum and Harvard Business
School have joined forces to present the Rethink Innovation Strategy program on strategic leadership
of technology and innovation. The mission of this groundbreaking program is to help senior leaders
identify, examine, and overcome the industry challenges they face in developing and leading the
organization and in sustaining a competitive edge.

The best minds in business and technology from diverse industries and countries convene on the
HBS campus to rethink strategy, disruption, and innovation—and prepare to meet tomorrow’s global
challenges and opportunities. Participants will emerge with a refreshed perspective, new strategic
approaches, and a global network that extends long after the program concludes.

Rethink Innovation Strategy is an exclusive executive education program that helps top-tier
technology and business executives transform their leadership and organizations by building a culture
of breakthrough innovation, corporate renewal, and systemic growth. Along with an elite group of
Fortune 500 executives, you will explore innovative strategies for transforming your leadership,
delivering value through technology, and differentiating your company for competitive advantage.

441 34
By 2019, Out of 30,628 U.S. workers, only

of the 1955 Fortune 500 COMPANIES
DISAPPEARED, MERGED OR RELEGATED
DOWN and only 61 of the 1955 firms
1
remained on the list.
%
of employees are ENGAGED, the
majority of 53% is not engaged, while
2
another 13% are actively disengaged.
June 14 - 17, 2020
Harvard Business School, Boston

ADDRESSING CHALLENGES, HOW TO:

o Build indispensable organizations for long-term relevance and competitiveness
o Differentiate ideas, frameworks and strategies to ensure sustainable innovation
o Prevent degeneration and stagnancy once firms become successful
o Maintain passion, imagination and deeper employee engagement for the long run

KEY LEARNING AND TAKEAWAYS

o Master the design rules for systemic innovation as part of strategy
o Prevail against entrenched bias to launch a game-changing agenda
o Transform innovation from an occasional act into predictable capability
o Recognize and address “strategy decay” cycles to ensure relevance
o Understand the essence of ambidextrous organizational architecture
o Harness “cognitive surplus” in the workforce to create business value

BUSINESS TRANSFORMATION OPPORTUNITIES

o Implementation of innovation strategies overcoming corporate inertia
o Enablement of principles of ambidexterity to grow current and future markets
o Invigoration of internal corporate venture, R&D, M&A and incubation

WHO SHOULD ATTEND?

o CEOs, Presidents, COOs, and Chief Innovation & Strategy Officers
o CTOs, VPs of Engineering, VPs of Product, and R&D Labs Directors
o CIOs, IT CTOs, VPs of Development, and VPs of IT (all areas)

RECOMMENDED READING
o Strategy Is Destiny, by Robert A. Burgelman
o Innovator’s Solution, by Clayton M. Christensen and Michael E. Raynor
o The Future of Management, by Gary Hamel and Bill Breen
PROGRAMS

RETHINK / Design & Engineering

BREAKTHROUGHS IN DESIGN AND PRODUCT DEVELOPMENT

PROGRAM FOCUS
Advances in design thinking, user interface, user experience, and overall quality provides
unprecedented opportunities to create and launch products that inspire consumers and establish new
markets. Each year, billions of dollars are spent on product development. According to Accenture
research, product development spending exceeds $700 billion among the 2,000 largest global public
companies. This is a trajectory expected to continue on a upward course, as it is based upon +10-year
CAGR of 4.8-percent.

With the substantial sums of money and resources being invested in product development, why do
so many products fail? Success rates of new product introductions and innovations have improved
little over the last twenty years. Design thinking, user interface, user experience, and market insight
are among what may differentiate successes from failures. Product designers need to understand how
consumers use products versus how designers think they are used. Streams of real-time data can be
turned into actionable information to continuously improve the product development process. With
the emphasis shifting from back-end to front-end development, design thinking is playing a central role
in leading innovation at successful organizations.

New product success is vital to the growth and longevity of the modern corporation. It is also crucial
for the survival of organizations in today’s digital age. There is little doubt that smarter decisions
are necessary in the design and development process. The Rethink Design & Engineering program
explores the latest breakthroughs and trends in the overall process of innovation, design thinking,
product and platform development by presenting intricate details for the lifecycle of products within
the distinct phases of development cycles.

According to a Strategy& study Of nearly 30,000 new launched products

66 80
years
3
%
of new PRODUCTS FAIL within the first two either FAILED, DISAPPOINTED, OR WERE
CANCELLED whereas the COST to bring a
new consumer product to the market has
%
4
QUADRUPLED within a 5-year period
 October 1, 2020
St. Regis Hotel, San Francisco

ADDRESSING CHALLENGES, HOW TO:

o Develop and launch a steady stream of new stellar products

o Harness the latest breakthroughs and trends in design thinking
o Successfully implement product innovation processes

o Reduce waste and maximize ROI in the product development process
o Consistently achieve sales and profit expectations

KEY LEARNINGS AND TAKEAWAYS

o Defining the latest design thinking tools to create new products that deliver value and better meet
customers’ needs
o Exploring the secrets of winning products and best practices in product development
o Creating the framework for successful and effective product innovation

BUSINESS TRANSFORMATION OPPORTUNITIES

o Incorporation of cutting-edge thinking and best practices in new product development to gain a strategic
competitive advantage
o Expansion of customer base with new products resulting in revenue growth

o Rejuvenation of product teams to drive new products to market with speed and success

WHO SHOULD ATTEND?

o CTOs, VPs of Engineering, VPs of Products, and GM of Product Lines
o CIOs, COOs, and Chief Innovation & Strategy Officers

o IT CTOs, VPs of Development, and VPs of IT (all areas)

RECOMMENDED READING
o Change by Design, by Tim Brown
o Creative Confidence, by Tom Kelley and David Kelley
o Hooked: How to Build Habit-Forming Products, by Nir Eyal with Ryan Hoover
o Designing Your Life, by Bill Burnett and Dave Evans
PROGRAMS

RETHINK / Emerging Technologies

EMERGING, DISRUPTIVE TECHNOLOGIES TRANSFORMING BUSINESS & SOCIETY

PROGRAM FOCUS
The technology landscape is changing at a frenetic pace. Emerging technologies and technological
advances continue to alter the business landscape, disrupting the status quo, and changing the way
people live and work. Very few companies can ignore the risk of becoming irrelevant, ending up as
mere footnotes of business history. While not every emerging technology will upend established
markets, some will, and it is therefore imperative to understand their business potential and social
impact.

Investments in emerging technologies do not necessarily guarantee success. While Strategy&’s 2015
Global Innovation study reported the ten most innovative companies outperformed the top R&D
spenders by 8-percent in revenue growth, as of 2017, this figure has grown to 11-percent. The failure of
many organizations to improve R&D performance is not due to lack of effort or commitment but in-
stead due to a misconception about the drivers of R&D performance. Research shows that disruption
occurs when technologies, processes, and business models are combined in a unique way. Therefore, it
is critical to get an R&D strategy in place and determine which technologies have the potential to add
value to the existing business or create a brand new market before companies make the decision to
invest in them.

The Rethink Emerging Technologies program has been developed to help senior technology leaders
separate the technology signals from the noise, with the goal to provide key insights into emerging
technologies that have transformational potential and are positioned to create new waves of innovation
across multiple industries. The program also explores the best R&D models to improve innovation
performance and drive growth.

In 2018, R&D spending by the Global 1000

Companies INCREASED to a high of
$782 BILLION, however according to According to recent McKinsey survey

95 86
Doblin Research

% %
of INNOVATION ATTEMPTS, on average, of leaders from top R&D institutions ARE
5
FAIL to return their capital STRUGGLING TO STAY AHEAD OF THE
MAJOR TRENDS reshaping the R&D
6
landscape
 CTO FORUM PROGRAMS: RETHINK STRATEGY

October 2, 2020
St. Regis Hotel, San Francisco

ADDRESSING CHALLENGES, HOW TO:

o Maintain market leadership and relevance
o Launch a constant stream of hit products and services
o Use disruption as a growth and transformation opportunity
o Turn R&D spend into true measure of innovation
o Balance R&D portfolio in the face of uncertainties

KEY LEARNING AND TAKEAWAYS

o Understanding growth, decay, and business transformation cycles
o Identifying strategic opportunities in the fog of disruption
o Differentiating disruptions from science, R&D, and regulatory change
o Evaluating the economic and social value of disruptive technologies
o Strategizing about new products that exploit emerging technologies
o Protecting and defending current revenues in the face of disruption

BUSINESS TRANSFORMATION OPPORTUNITIES

o Revitalizing corporate and new business development
o Refocusing research and development efforts
o Invigorating internal corporate venture units
o Refreshing product and technology strategies
o Identifying new incubation and acquisition targets

WHO SHOULD ATTEND?

o CTOs, VPs of Engineering, VPs of Products, and R&D Labs Directors
o CEOs, Presidents, COOs, and Chief Innovation & Strategy Officers
o CIOs, IT CTOs, VPs of Development, and VPs of IT (all areas)

RECOMMENDED READING
o The Idea Factory, by Jon Gertner
o Innovator’s Solution, by Clayton M. Christensen and Michael E. Raynor
o How the Mighty Fall, by James C. Collins
Why CTO Forum?
We provide a forum for senior technology and business leaders to discover
what’s next in technology, engineering, disruption, and strategy. Members
convene to interact with distinguished guest speakers, and each other in a
unique format intended to foster dialogue. Our motivation is not profits,
but a passion to accelerate human progress.

A DIVERSE GROUP OF SENIOR LEADERS

No other organization brings you face to face with so many senior leaders prepared to share so

candidly, freed from having to “perform” for reporters or analysts. Program participants share their

collective business and technology insights in a collegial setting.

FOCUSED CURRICULUM

CTO Forum focuses on the four pillars of organizational growth: Technology, Engineering, Disruption,

and Strategy. Annual programs in each area provide in-depth exposure to the latest advances in IT,

product development, emerging technologies, and innovation strategies. Our goal is for participants to

leave the forum with fresh ideas for achieving company goals and their own career objectives.

HONEST AND OPEN DIALOG

Discussions at CTO Forum programs are closed-door. Within a community of peers—away from

reporters, analysts, and vendor sales executives—members can more freely discuss challenges and

setbacks.

DISTINGUISED SPEAKERS

CTO Forum brings together leaders from Fortune ranked organizations, faculty from the top 20

engineering and business schools, researchers from top-tier R&D centers and laboratories, and

founders of startups in the spotlight. Speakers’ observations can stimulate your own thinking and steer

you toward or away from new approaches.

RESTFUL, EXECUTIVE SETTING: WE HOST OUR PROGRAMS AT FIVE-STAR VENUES,

Allowing you to focus on your organization’s future away from the distractions of the workplace.

Continue conversations over healthy food, on the golf course, and while visiting nearby Silicon Valley

organizations.
 Thought Leadership
PAST DISTINGUISHED GUEST SPEAKERS

Marc Benioff Andy Bryant John Chambers John Donahoe

CEO & Chairman Chairman CEO & Chairman CEO & President
Salesforce.com Intel Cisco eBay

John Hennessy Dan Hesse Mark Hurd Vinod Khosla

President CEO President General Managing
Stanford Sprint Nextel Oracle Partner
Khosla Ventures

Ray Lane Antonio Perez Eric Schmidt John Watson

Executive Chairman CEO & Chairman Executive Chairman CEO & Chairman
Hewlett-Packard Eastman Kodak Google Chevron
 Sohaib Abbasi Andy Bechtolsheim Rodney Brooks Vinton Cerf Art Coviello
Chairman & CEO Chairman &CDO Chairman & CTO Former VP & CIE Executive Chairman
Informatica Arista Networks Rethink Robotics Google RSA

Gary Hamel Urs Hölzle Jen-Hsun Huang Pat Gelsinger Charlie Giancarlo
World-renowned SVP for Technical CEO CEO Chairman
author & business Infrastructure NVIDIA VMware Avaya
thought leader Google

Alex Gourlay Andrés Gluski Ralph Izzo Donald Knauss Keith Krach
President President & CEO Chairman & CEO CEO Chairman & CEO
Walgreen Co. AES PSEG Clorox DocuSign

Roger Krone Mark Little Geoffrey Moore Werner Vogels Christy Wyatt
Chairman & CEO CTO Author, speaker & CTO & VP Chairman & CEO
Leidos GE business advisor Amazon Good Technology
“
“
CTO Forum offers excellent professional development
opportunities, directly applicable for leading large-scale
change in the enterprise

JAMES BARESSE, CTO, PAYPAL

“
“
Thank you for a very exciting and thought-provoking
program on corporate innovation, driving change, and
strategic relevance
KEN LEBLANC, CTO, RSA

“
In a short amount of time, concepts that I think are
“
valid, and very relevant to today’s businesses and
where we need to lead to, have been presented in
a format that is very easy to understand
ZULFIKAR JEEVANJEE, SVP, ALLSTATE

“
The CTO Forum has provided me an outstanding
“
opportunity to connect with peers who I consider
leaders in their respective industries. It has been an
amazing experience
KRISTINA DRAPER, SVP & CTO, WELLS FARGO

“
I came hoping to hear more about how to build
“
better products, and I am leaving with not only the
inspiration to innovate but also a sense of responsi-
bility to build better organizations

JOE BURTON, CEO, POLY

“
The experience has been incredible, the content has
“
been very insightful, and the coworkers and colleagues
in the room have a lot of experience industry wide - I
am very impressed with the program

REBECCA BOWEN, AVP-IT, USAA

“
I’ve been a part of CTO Forum for many years and attended at
least 20 events both in San Francisco and Boston, personally and
“
with my senior leaders at Walmart and at Pinterest. I’ve become
friends with many of the CTOs and Executives over the years and
regularly leverage and use the contacts I’ve made
JEREMY KING, SVP OF ENGINEERING, PINTEREST

“
“
The environment was stimulating due to a rare level of
authentic and passionate participation from the other
attendees as well as the guest speakers

MARIE MOUCHET, SVP AND CIO, SOUTHERN COMPANY

“
It’s been a great experience. These are leadership lessons
that I can take back and apply. In addition, networking“
with the vast array of people, skills and industries repre-
sented has made the entire program a success for me
ANDREW ZITNEY, SVP STRATEGY, MCKESSON

“
The opportunity to interface with a variety of
“
individuals from across different industries and
technologies has made this a fantastic
experience
CHRISTINE CIOFFE, SVP GLOBAL R&D, PEPSICO

“
I look at the investment I make into attending an
“
event and consistently, the CTO Forum provides a
very high return in the sense of what I can actually
take action on when I am back in my office
STEVEN GRAY, CTO, QUALCOMM

“
It was great to talk with other CTOs, CIOs,
“
and senior executives about the challenges
and opportunities they are facing in their
industries

STEPHEN BYE, CTO, SPRINT

Membership INFLUENCE SOCIETY
Serve CTO Forum Advisory Board for Strategic Industry
Leadership
CTO Forum extends membership
exclusively to senior technology
CAPTURE MINDSHARE
leaders from Fortune-ranked
Deliver Featured Keynote Address
companies.

BOARD MEMBERSHIP OFFERS:

GAIN VISIBILITY
• One Board Seat
Speak at CTO Forum Programs, Share Ideas, and
• Two admissions per program
Moderate Discussions
• Access to Knowledge Center for all
Sr. Technology Leaders (VP +)
CALIBRATE SUCCESS

CORPORATE MEMBERSHIP OFFERS: Benchmark Performance with our Exclusive Fortune 500
• Two admissions per program Studies and Surveys
• Access to Knowledge Center for all
Sr. Technology Leaders (VP +) ACCESS POWER
Enhance your Access and Influence with Prestigious
EXECUTIVE MEMBERSHIP: Network of Peers
• One non-transferable admission
per program RETHINK TECHNOLOGY
• Access to Knowledge Center Revolutionize IT Systems, Data and Technology
Operations
CYBER MEMBERSHIP:
• One non-transferable license to
RETHINK STRATEGY
access Knowledge Center
CTO Institute: Strategic Leadership of Technology
and Innovation
TO JOIN CTO FORUM:
• Apply online: www.ctoforum.org
• Call us directly: (408) 806-9595 RETHINK ENGINEERING
• Write us: membership@ctoforum.org Tech, Tools and Methodologies for Breakthrough
Development

RETHINK DISRUPTION
Emerging Technologies Transforming Life, Business, and Society
 BOARD CORPORATE EXECUTIVE CYBER

Advisory Board 2 Admissions Per 1 Admission Per 1 License to

Participation + Program + Access to Program + CTO Forum
2 Admissions Per Program Knowledge Center for All Access CTO Forum Knowledge Center
+ Access to Knowledge VPs Knowledge Center
Center fo All VPs
 In Gratitude
CTO FORUM ADVISORY BOARD MEMBERS

Mark Papermaster Curt Belusar Scott Crowder Radhika Venkatraman Andre Sublett
AMD Apple BMC Software Credit Suisse GE Healthcare

Raji Arasu Fidelma Russo Ryan Kean Karl Gouverneur Paul Lehman
Intuit Iron Mountain The Kroger Co. Northwestern Mutual Optiv

Jeremy King Cary Bran Joseph Santamaria Robin Landeck Jeff Calusinski
Pinterest Poly PSEG Teradata USAA

Shankar Arumugavelu Fiona Tan Kristina Draper Arun Rajan Kedar Deshpande
Verizon Walmart Wells Fargo & Co. Whole Foods Market Zappos.com
 Notes

1
Source: Fortune Magazine, “Fortune 500 Annual Ranking”, 1955 - 2019

2
Source: Gallup “Employee Engagement Report”, 2018

3
Source: Strategy& (former Booz&Company): http://web.archive.org/web/20160623103509/http://

www.innovationexcellence.com/blog/2014/10/21/welcome-to-the-era-of-product-intelligence/

4
Source: Nielsen report: http://www.forbes.com/sites/berlinschoolofcreativeleadership/2016/01/05/a-

googlers-guide-to-beating-market-failure-by-preto-typing/#4e213c372166 and IRI/Symphony group

“New Product Pacesetters”, 2016

5
Source: Strategy and Business “Global Innovation 1000 Study”, 2018

6
Source: McKinsey & Company “McKinsey Global R&D of the Future”, 2016

7
Source: Gartner “Worldwide IT Spending Forecast”, 2019

8
Source: Geneca “Software Development Projects Failure Study”, 2017
Telephone
408.806.9595

Membership Request
membership@ctoforum.org

Office of President
basheer.janjua@ctoforum.org

www.ctoforum.org
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