People, purpose and technology
IN ASSOCIATION WITH
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Shining a light on digital transformation
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WRITTEN BY
MATT HIGH PRODUCED BY
JAMES PEPPER
TELSTRA PURPLE
Telstra Purple was set up to solve the many issues businesses face when undertaking a digital transformation project, as Matt Williams and Adrian Spink explain
T
elstra Purple is a technology services business with a team of 1,500 technology experts across the globe specialising in
network, security, cloud, collaboration, software, data and analytics, and design. Bringing together Telstra Enterprise’s business technology services capabilities and a number of recently acquired 04
companies, Telstra Purple was set up to solve the many issues businesses face when undertaking a digital transformation project. It is focused on outcome-based, transformative tech solutions. Whilst digital transformation is the strategic priority for most businesses today, there are a vast number of opportunities as well as stumbling blocks to consider at the planning stage. The proliferation of new technologies, the migration to the cloud, increasing volumes of data and the rapidly evolving cyber threat landscape makes it an ever more challenging headache for business leaders. Cloud, the foundation for the agile business world, allows organisations to scale infrastructure as needed to support changing business priorities and host new digital services. Getting cloud right is a critical part of transforming a business, but it isn’t easy.
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“ Technology is driving massive change in business, more so now than at any point in my 24-year career” — Matt Williams Head of Telstra, EMEA Telstra’s 2019 “Disruptive Decision-
people think, most businesses are still in the early stages of digital transformation. The report also reveals that the most digitally mature companies are set apart precisely because they are more likely to focus on people and processes than technology.
RESISTANCE TO CHANGE Successful transformation initiatives
Making” research report looks at the
must of course be underpinned by the
challenges IT leaders face today when
foundational technology pillars of cloud,
making the right decisions on how
security and networks, but it is never
to approach digital transformation.
solely about the technology. Technology
It reveals that despite what many
is redundant without people and
TELSTRA PURPLE
purpose. Any new business transfor-
roles, CIOs often face and have to deal
mation project must begin with a
with conflicting advice, resistance to
proactive and adaptive culture across
change and poor decision-making
the organisation — embraced by the
from across the business.
board, business leaders and employees. Yet, it is reported time and time again
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“Technology is driving massive change in business, more so now than at any
that the biggest challenge with any
point in my 24-year career” says Matt
transformation project is organisational
Williams, Telstra’s Head of EMEA.
resistance to change. Apart from having
In EMEA, Williams has considerable
the technology skills and responsibility
experience of working with leading
for driving new growth, entering new
organisations through their transforma-
markets and innovating, IT leaders are
tion journeys. “We’re seeing enterprises
now expected to play a critical role
increasingly grapple with what this
in influencing mindsets and steering
level of change really means, and
new workplace behavioural practices.
how it impacts their business.”
As part of this changing nature of their
PEOPLE, PURPOSE AND TECHNOLOGY Coupled with this, as business and technology becomes even more connected, CIOs are starting to take ownership of new disciplines. According to The 2019 State of the CIO research, 77% of responding IT leaders plan to devote more time to business strategy over the next three years compared with transformational work (74%) such as implementing new systems and architectures or functional responsibilities (58%) like security management or cost control initiatives.
People Bringing Purpose to Technology -Telstra Purple EMEA CLICK TO WATCH
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as a whole. Business leaders need to
report investigated how the four key
take a step back for a broader, objective
factors of people, processes, technol-
view. Only once business goals are
ogy understanding and partnerships
defined, can a coherent technology
contribute to organisations’ decision-
strategy be built.
making ability and effectiveness in
The focus on people and the broader
digital transformation. Many companies
culture, which enable any successful
that struggle digitally are those that lack
transformation, is deeply rooted
visionary executives who are clear on
in Telstra Purple’s approach. It’s also
what needs to be done for the business
a subject that resonates deeply with
“ It’s all about the people and those people bringing purpose to technology”
Adrian Spink, Head of Telstra Purple
— Adrian Spink Head of Telstra Purple, EMEA
in EMEA. “It’s all about the people and those people bringing purpose to technology,” states Spink. “Despite my background, I’m not a huge fan of the term
TELSTRA PURPLE
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CASE STUDY
How Telstra Purple Helped London City Airport initiate a ‘Smart Airport’ experience One example of the Telstra Purple
basic elements that had to be
team’s digital transformation work
addressed first, so that initial stage
is an extensive programme with
was about ensuring everything
London City Airport to help the
was stable, robust and resilient.
airport achieve record passenger
In collaboration with the airport,
numbers. The work involved business
we carefully planned the full digital
case development, enterprise
transformation journey in order to
architecture work, operating model
roll out a truly ‘smart’ airport, which
design, business continuity and
resulted in passenger growth and
security strategy.
enhanced customer experience.
With the aim of attracting more passengers and dynamically managing traffic through the terminal, the ‘Smart Airport’ programme uses business intelligence and analytics from 190 cameras across the airport to make smarter decisions and prioritise investment. “The work goes back some seven years, so it’s been a real journey in the truest sense of the word,” explains Adrian Spink, Head of Telstra Purple in EMEA. “The airport was working with legacy technology across many of its key areas, to the point where there were some really
This included some really groundbreaking technologies, including check-in screen systems, sensor technologies to manage passenger flow through the terminal, work on expanding both airline partners and the physical building and, most recently, the deployment of the UK’s first digital air traffic control tower which will go live later on this year.” This wide-ranging transformation project led to an increase in passenger numbers of 25% over the past four years and helped reduce overall turnaround times.
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TELSTRA PURPLE
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Supporting your strategies to get you where you need to be ‘consulting’. It’s too broad — and dare
to come together, and Telstra Purple
I say — smacks of slick presenta-
is experienced in making it happen.”
tions and boilerplate reports. We
To support this ‘people-first’ effort,
have very strong capabilities in the
CIOs should look to create a cross-
advisory space, of course, as well as
departmental team of ‘digital natives’
in working with some of the largest enterprises in the market. “But really, we are a people-first
— individuals who exhibit traits like cooperation, openness and selfmotivation who will support the
services company. We deal in digital
culture of change and help others in
and technology transformations, but
the organisation to recognise the
you simply can’t do anything in the
benefits too. They must also con-
world of technology today without a
tinue to oversee the adoption of a
massive focus on people and culture.
measured and considered approach,
CIOs, employees and the board need
counter-balancing new technologies
“ The threat landscape is ever changing, and there are still many organisations out there that have yet to invest in a permanent security executive or leader” — Matt Williams Head of Telstra, EMEA
and ways of working with information security implications and risks.
CREATING STRONG FOUNDATIONS: CLOUD, NETWORK AND SECURITY Telstra’s Disruptive DecisionMaking Report found that the top digital transformation priorities for senior decision-makers were security and protecting digital assets, followed by optimising existing technology in order to move faster than the competition.
Matt Willams
E XE CU T I VE PRO FI LE
Matt Williams is Head of EMEA for Telstra, based in London. He is responsible for developing and driving the business strategy for three divisions in Enterprise, Wholesale and Professional services across EMEA, and delivering upon the company’s financial goals. Matt joined Telstra in 2009 and was most recently Director of Enterprise Accounts for the EMEA region. In this role he was accountable and responsible for retention and sales growth for the Enterprise customer base. Matt has over two decades of experience in telecommunications and technology markets, having held several senior sales leadership positions throughout his career. Matt holds a BA in Business Administration (Marketing) from the University of East London.
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UNLOCK THE FULL POTENTIAL OF YOUR DIGITAL TRANSFORMATION With Telstra and Equinix on your side, you can bring to bear the industry’s most powerful cloud ecosystems, network connectivity solutions and multicloud interconnection services wherever in the world you need them. Combined, our technology, global reach and industry knowledge make us the right partners to help businesses transform their infrastructures to exploit the opportunities of the digital age in full.
For more information on how Telstra and Equinix can help enable your digital transformation, visit Equinix.co.uk/partners/telstra/
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For the majority of CIOs, finding
in EMEA experiencing a security attack
the time for transformation projects is
in 2019. This was a finding in Telstra’s
not easy when their day job is managing
2019 Security Report, which is based
the essential infrastructure pillars of
on interviews with around 1,300 profes-
cloud, network and security. These ele-
sionals across 13 countries. Thus, time
ments are the foundations that allow
is sucked into reactive work rather
a business to scale, host and deliver
than proactive initiatives, meaning
new digital services and applications
businesses have to take their eye off
across the globe and are complex
the prize and transformation projects
and time-intensive to get right.
are delayed.
Just getting security, privacy and
According to a survey by the Harvard
compliance right is a full-time job, with
Business Review, one of the biggest
more than half (52%) of organisations
hurdles to digital transformation is
Adrian Spink
E XE CU T I VE PRO FI LE
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Adrian heads Telstra Purple across EMEA, where he is responsible for the growth of the business in the region and aligning it to Telstra’s strategy. He has over 30 years’ experience in running IT infrastructure and security services across the automotive, oil & gas and financial services sectors and in working with blue-chip CIO clients to deliver strategic change to their organisations. Prior to joining Telstra Purple, Adrian was the CEO of Company85 which was acquired by Telstra in 2017. His consulting experience includes CSC, IBM and Symantec, where he led the EMEA services organization through a management buyout to create Company85. Outside of work, Adrian enjoys skiing with his family and occasionally dreams about still making it as a creative midfielder for Leeds United. w w w.c o mpa ny we bsite. com
TELSTRA PURPLE
C O M PA N Y FACT S
• A team of 1500 technology experts across the globe specialising in network, cloud, security, collaboration, software, data and analytics and design.
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• Built on a foundation of acquisitions we are a powerhouse of demonstrable experience and expertise. • We’re committed to collaboration. We bring the best people across our organisation together with yours to design, build and deliver outcomebased solutions. • We’ve built strong partnerships with industry leaders including Microsoft, AWS and Cisco but always deliver purpose-built solutions with people at the centre.
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a company’s inability to experiment
driving technology change. It’s more
quickly, with more than half (53%) of
about using technology in an efficient
senior executives maintaining that
way to bring about wider changes to
it is a key barrier of success.
the way business is conducted.”
Spink agrees: “It’s never just about introduced. Pushing technology for tech-
HIRE EXPERTISE TO REDUCE THREAT AND COMPLEXITY
nology’s sake leads to failure quickly.
With deep expertise in cloud, networks
CIOs face the challenge of increasing
and security as well as technology
operational efficiencies and delivering
change planning, Telstra Purple’s point
more consistent and stable IT perfor-
of difference is its multi-faceted
mance to the business. But we have
approach to digital transformation
transitioned from a ‘tech-first’ approach
problem solving. Fundamentally,
to an environment today in which we see
the business draws on its technical
employee and consumer behaviour
knowledge and project management
the actual products or solutions being
“ Unlike many consultancies which offer ‘out-of-the-box’ solutions to very typical business-driven problems, our engagement comes in the form of close, collaborative partnerships” — Adrian Spink Head of Telstra Purple, EMEA
produces a high-risk and complex decision-making environment that requires deep expertise. Telstra’s vast global network spans nearly 400,000 kilometres and has 2,000 points of presence connecting enterprises to the world’s fastest growing markets, especially in Asia Pacific. As all CIOs and CDOs are aware, one consequence of the increasing use of technology by enterprises is the
experience in deploying a well-planned
exposure to new forms of cyber risk.
transformation strategy that delivers
According to Williams, one consequence
against organisational and operational
of the greater use of technology by
objectives such as cost saving,
enterprises is exposure to new forms
efficiencies and the ability to scale.
of cyber risk. “The threat landscape is
Based on decades of advisory and
ever changing,” he says, “and there are
delivery experience, Telstra Purple
still many organisations out there that
reduces the complexity of choice
have yet to invest in a permanent secu-
and makes cloud easier to consume.
rity executive or leader. We can deliver
Whether moving a single application or
skills and expertise at every stage of the
hundreds, Telstra Purple, helps find the
security lifecycle, working with busi-
right target operating model for each
nesses to help them set the appropriate
organisation, speeds up platform trans-
standards and build out that intrinsic cul-
formation and ensures a smooth and
ture of compliance and security that’s
secure transition with minimal impact.
necessary in their organisations.”
Matching the rise in cloud applications,
Spink adds: “Unlike many consultan-
the network becomes increasingly busi-
cies which offer ‘out-of-the-box’
ness-critical. The need to secure
solutions to very typical business-driven
application delivery to a network of dis-
problems, our engagement comes in the
tributed enterprises and mobile workers
form of close, collaborative partnerships. w w w.c o mpa ny we bsite. com
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TELSTRA PURPLE
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We roll our sleeves up and deliver, and that’s the big differentiator for Telstra Purple — we don’t just consult or offer a standard solution, we stand by what we promise. We consider ourselves a true partner and we work with everyone in the organisation to solve the challenge.” Williams sums up: “Transformation strategy is so important. The expertise we have across our organisation means our approach is focused more on advice, guidance and the provision of purposeful, tailored solutions. To fully realise the transformative benefits, it’s essential to partner with companies that have deep experience in both the pitfalls of transformation projects as well as the recipes for success. Our difference is our focus on the people within the business and the purpose behind the evolution — it’s the people that give the purpose to any technology.”
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