My latest article for editorial website CIO Dive profiles Cathy Polinsky, the CTO at Stitch Fix Inc. It’s the fast-growing (and now public) online clothing retailer known for having personal stylists — backed by data & style-matching algorithms — select items customers might love and deliver them in a box.
In about two and a half years, Polinsky has:
doubled the size of her team so it could support, rather than constrain, the burgeoning business
helped Stitch Fix expand into additional markets: menswear, plus sizes, “extras” (such as socks & underwear), and kids
supported international expansion — starting with a launch in the U.K. later this year
adapted systems to Europe’s General Data Protection Regulation, the Sarbanes-Oxley Act, and California’s privacy law
My favorite part of the article covers the clever way that this company gets additional data to improve it’s style-matching algorithm.
To gather even more clues about customer likes and dislikes, Stitch Fix developed an application called Style Shuffle. The Tinder-like game shows a series of clothing items and lets clients give each one either a thumbs-up or a thumbs-down — thus providing more data to feed the style-matching algorithm.
“Clients love it. It’s super engaging. It’s fun. We have over a billion ratings now on this platform. Over 75% of our active clients have tried it at least once. Clients who have played with Style Shuffle have better ‘keep rates’ — they’re keeping more items because we’re sending more relevant items and really getting their style,” Polinsky said.
The company must be doing something right: Stitch Fix reported net revenue up 25% from last year in the second quarter of 2019. The number of active clients increased 18% to 3 million — and on average they each spent 6% more than the previous year.
I’ve been producing the Digital Business newsletter for almost six months now. I’m up to about 73 subscribers — some journalist/cronies, some CIO-types, some competitors. Recent lead stories have included:
Each issue also includes brief summaries of digital initiatives; and a list of job openings and career moves of digital executives. One conclusion from my newsletter research is that more and more digital executives (e.g., CIOs) are being appointed to the board of directors at other (non-tech) companies, thus adding much-needed digital expertise at the board level.
My goals in 2019 are to produce more-but-shorter editions, at a steadier pace — and then figure out when to start charging a subscription price (though some editions will remain free, as a showcase of the valuable content).
My latest IDC report ($$$$) — about managing the digital innovation process — describes how chief information officers (CIOs) are fostering an innovation culture, feeding the pipeline of innovative ideas, and selecting which innovation ideas to pursue.
What I like about this report is that the CIOs provide pragmatic advice about handling the real-world politics of innovation, not the glittering generalities found in many articles about innovation.
They reveal how they prioritize ideas based on strategic goals defined by business leaders; win C-suite support and funding for innovation; and spot the “red flags” suggesting a pilot project should be halted.
The report is based on interviews with Adam Stanley, global CIO and chief digital officer at real-estate firm Cushman & Wakefield Inc.; Bryan Muehlberger, CIO at BeachBody LLC; Greg Tacchetti, chief information and strategy officer at State Auto Insurance Companies; and Alan Boehme, chief technology and IT innovation officer at Procter & Gamble Co.
Two of my favorite gems in this report came from P&G’s Boehme:
Avoid “tech tourism” — the trips to Silicon Valley to inhale the innovation atmosphere. It doesn’t produce sustainable innovation or competitive advantage.
Innovation begins with the hiring process — hiring people who are naturally curious. “Certain individuals are wired differently. They’re truly inquisitive and thrive on change. They will amaze you in how they looked at the situation and then how they solved the problem. They have the ability to innovate and come up with new ideas with a higher probability of success, over and over again, than others.”
I’ve started writing articles for CIO Dive, an editorial website for CIOs (part of the Industry Dive group of targeted publications). So far, the editor likes my idea of profiling CIOs after they’ve been in a job for about 12 months. I figure that, after a year at a new company, CIOs may be comfortable enough to talk about early accomplishments and what’s on their agenda for the future.
First up: Michael Smith, the CIO at cosmetics company Estée Lauder Companies Inc.in New York. He’s moving the IT organization towards speedier software development; data analytics to anticipate consumer trends; and more business-focused innovation. He also moved most of the New York area IT staff to a “technology hub” in Long Island City, an up-and-coming neighborhood in Queens. The office space — full of conference rooms and innovation labs — is intended for business & IT collaboration.
Analysts say that, so far, the company has done a good job of anticipating market shifts in the fickle, fast-moving beauty market (where an Instagram photo of a celebrity’s new lip gloss and can trigger a spike in sales). But it will need to use data analytics to continue that success.
As for CIO Dive, my goal is to boost the “CIO voices” in their content offering.