CIONET Magazine March 2015: The digital tsunami

The digital tsunami CIONET Magazine, March 2015

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In a world where IT has become the nervous system of business and society, we believe that ClOs and their teams are the new heroes that drive change and innovation in their organisations. That’s why we have built CIONET, the leading European community of IT leaders.

It is our mission to provide CIONET members and partners with the best

possible platform to help them to succeed and make the world a better place. We do this by understanding the ClOs’ needs and by fostering their development and growth.

We believe that community and collaboration are the heart of the organisations and society of the future.

We are driven by the passion and ambition of our members.

Contents EVENTS 4

Fast-growing digital leaders community in Poland CIONET Poland successfully inaugurates its networking activities.

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Creating Digital Leadership In 2015, CIONET Poland is building an active CIO community.

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CIO meets CXO The 2015 CIONET Italy events program stimulates the dialogue.

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The new roles of IT In the near future the CIO will also have to become a marketing expert.

12 Digital transformation Digitisation has a direct impact on the mission and roles of IT departments.

16 The Social Enterprise Collaboration between IT and Marketing leads to business success.

18 From Enterprise 2.0 to Social Business The huge offering of social media tools needs to be translated into a corporate environment.

21 CIONET Colombia, a new frontier CIONET Colombia is looking forward to achieving many great objectives in 2015.

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24 CIONET and the Chinese CIO Union join forces Strategic Cooperation Agreement serves as a framework for long-term cooperation.

26 Digital employment opportunities Key takeaways from the CIONET Portugal Grand Coalition for Digital Jobs Summit

28 Additive Manufacturing, the future of production The so-called 4th Industrial Revolution is only five to ten years ahead of us.

30 The digital revolution How to deal with the challenges and uncertainties of the digital world?

THE NEXT CIO 32 Becoming a Smart Nation Luxembourg wants to make the most of opportunities coming from new technologies.

35 Aligning IT governance with business IT governance is gaining in importance on Boards of Directors’ agendas.

36 Pharma’s IT transformation What are the key technologies for pharmaceuticals over the coming years?

38 Digital on board Many CIOs develop management skills ideally suited for the boardroom.

CIO VISION 40 Do I need to be in the cloud?

Cloud solutions suppliers are trying to generate de facto standards.

41 The customer-focused CIO The abbreviation ‘CIO’ should nowadays stand for ’Customer Is Obligatory‘.

RESEARCH 42 Results from the CIONET 2014 member survey CIONET is setting its future course, creating additional added value for its members.

CIONET PARTNERS 47 Have a look at the full list of CIONET’s Premium Business Partners, Business Partners and Research Partners.

The digital tsunami There is a tsunami of digital innovations going on, leading to an entirely new ecosystem in which our companies need to operate. How do we address the many uncertainties ahead of us? The risks and benefits IT brings have a huge impact on organisations’ operations, sales and marketing.

This is why, in today’s digital world, the CIO has to play a much more important leadership role and to influence his company far more than ever before. He/she therefore needs to prepare him/herself and the entire organisation for the digital revolution.

CIONET wishes to guide its members along this path to digital leadership. We have decided we need to look forward to the next five years and to what we will do to support the CIOs in their evolving roles. We carried out a survey across our members, Advisory Board members and Business Partners.

We learned three things. First of all, we are the professional and relevant organisation for the CIO community. Secondly, our current programs are very much appreciated. We provide what CIOs need. And thirdly, there is a high interest for a number of new added value programs which we will develop in 2015.

One of these is the mentorship program where experienced CIOs will accompany their more junior colleagues. We will also start up peer-to-peer groups where a small group of CIOs come together to talk about specific business and organisation issues and solutions. And finally, we are planning some very targeted benchmarking studies responding to specific needs from the community.

Patrick Arlequeeuw, Strategy Director of CIONET International

Another important activity this year will be CIO CITY 2015 focusing on ‘The role of technology in business transformation’. For the fifth consecutive year CIONET will bring together top thought leaders and IT professionals around vital topics to make digital leaders even more successful in the immediate future.

At CIO CITY 2015 we will also celebrate the European CIO of the Year 2015 award winners. These awards pay tribute to CIOs who have made their organisations more successful by using ICT in more effective and innovative ways.

Finally, we would like to warmly congratulate our newest national country organisations, CIONET Poland and CIONET Colombia for a very successful start.

May they flourish as much as the other national communities.

May the force be with you!

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CIONET Poland successfully inaugurates its networking activities.

Fast-growing digital leaders community in Poland CIONET Poland sets off in the European CIONET community. On 20 November 2014, a meeting of its Advisory Board was held, with the participation of outstanding IT executives from major companies.

The role of the Advisory Board is to support the development of CIONET in Poland and to provide expert knowledge. The Board is composed of top management and high-ranking executives from various companies who guarantee not only their professional expertise, but who also agreed to invest their time and energy for the benefit of CIONET.

First president Jaromir Pelczarski, the Vice-President of the Management Board of BNP Paribas, was appointed as the first President of the CIONET Poland Advisory Board. From the very beginning he got himself involved in promoting this international community among Polish managers.

The invitation to the CIONET Poland Advisory Board was also accepted

by Professor Piotr Płoszajski from the Warsaw School of Economics

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EVENTS CIONET Poland

(SGH). On the occasion of joining the Board, he gave an excellent lecture on innovation.

During the meeting, Jaromir Pelczarski pointed out that the IT in a company should be looked at from a business strategy perspective, in line with the motto ‘Dear CIO, forget about the internal customer, focus on the real customer of your business’.

This thought was developed further on 14 January 2015, during the first meeting of CIONET Poland members.

The meeting was dedicated to Digital Leadership.

‘Focus on the real customer of your business.’

Digital leaders The members of the Advisory Board

discussed which interesting topics will be included on the agenda of CIONET Poland for the coming year. They do not want IT to be thought of as an end in itself. The CIONET program in Poland will offer insight into technology as a value adding factor.

CIONET Poland wants to be close to the issues which are interesting for Digital Leaders in their everyday activities. This is why the members of the Advisory Board are the ones who will set the agenda. For 2015 CIONET Poland is planning six more events.

Expanding community The Polish CIONET community is developing dynamically – within the first two months they have already gained 150 members. CIONET Poland is going to expand the community in the country. By the end of next year the organisation would like to have 300 members.

Members of the Advisory Board and the CIONET Poland team (from left to right): Andrzej Sieradz, Board Member at BGŻ; Bartosz Górczyński, Managing Director of CIONET Poland; Prof. Piotr Płoszajski, SGH; Ireneusz Piecuch, Board Member at Poczta Polska; Wanda Żółcińska, Community Manager at CIONET Poland; Jaromir Pelczarski, Vice President at BNP Paribas; Katarzyna Orlińska, CIO at Carrefour; Mariusz Bondarczuk, Vice President at BPH; Rafał Zbiróg, CIO at PKP PLK; Dariusz Wyrosławski, CIO at Bunge Polska; Aleksander Dobersztyn, IT Director Central and Eastern Europe at Philips; Krzysztof Frydrychowicz, Managing Director of CIONET Poland; Włodzimierz Marciński, Digital Leader, Ministry of Administration and Digitalisation.

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CIONET Poland wants to be close to the issues which are interesting for digital leaders.

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In 2015, CIONET Poland is building an active CIO community.

Creating Digital Leadership CIONET Poland has just started and is growing at an impressive pace. 2015 will be a year of building an active community with extraordinary meetings and inspiring networking.

CIONET Poland wants to be a real, thriving platform for the exchange of the experiences and ideas of digital leaders from Poland and the whole of Europe. This is why in 2015 it will undertake an active dialogue with its members, both online and offline.

The focus will be on business subjects presented from the perspective of practitioners – the CIOs themselves.

CIONET Poland wants its members to talk about their achievements and ways to accomplish them, in order to inspire one another.

At its internet forum, CIONET Poland will present to the community members subjects which are important for them, along with high quality case studies. In real life, the opportunities for networking and direct discussions are also considerable. In 2015, CIONET Poland will organise six meetings. It has decided that Wednesday afternoons are the most suitable for events. Their formula is similar to TED conferences with short presentations and round tables with speakers, which enable active participation by the persons attending.

The agenda of the meetings has been established with the members of the

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CIONET Poland 2015 events calendar JANUARY 14

‘Digital Leadership’ Launch Event in Warsaw

CIONET Poland Advisory Board, which ensures the high quality of the content of our conferences.

Advisory Board Meeting

Interesting themes

MARCH 11

CIONET Poland will start with Digital Leadership, because it is a subject close to all CIOs and each company which creates its own strategy with the potential offered by modern technology. A lot of time will also be dedicated to the subject of change, which is invariably interesting for everybody in the era known as VUCA. The community will take a closer look at agility in business – does it really bring measurable benefits? CIONET will discuss a modern approach to the customer and the huge possibilities offered by technology in this field. CIONET will of course not forget the ever-present and crucial subject of a secure business. Additionally, because we work in increasingly dispersed structures and organisations – and CIONET Poland really wants to encourage its members to the topic of virtual activities – one of the meetings will be dedicated to the subject of virtual teams. It will be a very interesting year!

‘Business Change Management’

JANUARY 14

APRIL 22

‘Agility in Business’ APRIL 22

Advisory Board Meeting JUNE 4 & 5

CIO CITY & Global Advisory Board Meeting in Brussels, Belgium JUNE 10

‘Focus on the Customer’ SEPTEMBER 23

‘Secure Business’ SEPTEMBER 23

Advisory Board Meeting OCTOBER 28

CIONET Poland Annual Conference DECEMBER 2

‘Virtual Teams’

The 2015 CIONET Italy events program stimulates the dialogue.

CIO meets CXO ‘CIO meets CXO’ is the name of the challenging CIONET Italy events program for 2015.

The program intends to stimulate the dialogue between CIOs and CXOs, to strengthen their business relationship and to understand what Digital Transformation is going to change.

For its fifth year in Italy, CIONET Italy’s Advisory Board and its President Enzo Bertolini are launching a substantial program of events and activities in the country. After a successful 2014 dedicated to Innovation Experiences on the disruptive and innovative technologies already known or in the first stage of adoption, the 2015 will be the year of relationships in the Digital Transformation era.

Why is it important that the CIO meets the CEO, the CFO, the CMO, the CSO? Because one of the first things the CIOs have already understood is that Digital is not simply one more element added to the list. It’s not just one more channel. It’s different. It’s about changing the way we are operating, because it is about using data, faster cycle times, more interactivity with more empowered customers. And that is going to change a lot.

“What is our product strategy? What is our customer-experience strategy?

What is our data strategy? How are

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we getting more information about our customers? How are we going to use that information to drive value?” In order to answer to questions like these the CIO, CEO, CFO, CMO and CSO have to break out of the compartmentalised mindset inside their organisation. They have to bring their skills and teams together, they have to get out and find out about customer behaviour and see whether their product is good or not.

CIONET Italy 2015 events calendar FEBRUARY 2

‘CIO meets CSO’ MARCH 26

‘CIO meets CIO’ and CIONET ITALIA AWARD 2015 MAY 19

’CIO meets CEO’ SEPTEMBER 21

‘CIO meets CFO’ NOVEMBER 16

‘CIO meets CMO’

More attendees In 2014, over 150 CIOs and IT Directors had the opportunity to exchange and learn from each other’s experiences on Big Data, As a Service, Internet of Things and Additive manufacturing. For 2015, the year of Digital Transformation, the Advisory Board is hoping for a 25 per cent increase of the number of attendees. To reach this target, Advisory Board members of CIONET Italy are already at work to define the main topics of each event, to be sure to make this 2015 program the best ever.

Undoubtedly, the third edition of the CIONET ITALIA AWARD will be one of the highlights.

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In the near future the CIO will also have to become a marketing expert.

The new roles of IT On 3 December 2014 CIONET France organised its Annual Congress, dedicated to the new roles of IT. Over 70 top CIOs met to exchange on this subject and discuss with economists, IT experts, top software and consulting firms and highly innovative start-ups.

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Philippe Poirson, Corporate CIO of Geodis and President of the CIONET France Advisory Board: “Basically, innovation means effective creativity producing values such as financial, technological, social and ethical value.”

Philippe Moati, Professor at ParisDiderot University and co-founder of ObSoCo: “The value companies produce is increasingly more intangible and the way this value is created is intangible as well.”

We have shifted from an ‘industrial‘ capitalism to an ’intangible’ capitalism.

Jean-Pierre Scandella, Owner & Managing Director of ARROWMAN Executive Search: “The departments test new job definitions and new competencies in a project-based approach.”

‘The CIO has the opportunity and the duty to become the catalyst of innovation.’

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Philippe Poirson, Corporate CIO of Geodis and President of the CIONET France Advisory Board first explained the meaning of innovation and its consequences for the CIO. “Basically, innovation means effective creativity producing values such as financial value, technological value, social value and ethical value. As economist Joseph Schumpeter explained, innovation means creation and destruction.

The transformations it brings can be simply incremental but can also have a more far-reaching impact and create paradigm shifts. Innovation implies the transformation of the enterprise as well as more exchanges with its external stakeholders (customers, vendors, innovative start-ups) and internal ones.

The CIO has the opportunity and the duty to become the catalyst and the federator of this process, but keeping in mind he also has to ‘keep the plane flying’ doing his operational job.”

Intangible capitalism Philippe Moati is a Professor at ParisDiderot University and he is also cofounder of the ObSoCo (Observatoire

Société et Consommation - Society and Consumption Observatory).

He explained his vision that capitalism is facing a major revolution that is directly impacting the mission of companies and therefore the roles of IT. “Capitalism evolves in long cycles (around 50 years) when new technology sets appear and modify the ecosystem. The consequence for companies is that their way of creating value evolves as well. We have shifted from an ‘industrial‘ capitalism to an ’intangible capitalism’. The value companies produce is increasingly more intangible and the way this value is created is intangible as well.

The traditional theories state that the stronger the competition is, the lower the profitability becomes. But at the same time the demand for high profitability becomes stronger from company shareholders. How to be hyper-profitable in a context of hypercompetition? This question implies the changes we see: refocusing strategies and outsourcing - the company concentrates on its higher profitability

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domains. At the same time it creates new positioning and new models. But these fundamental changes also come from changes in society itself: higher levels of education, new expectations from the consumer, a new relationship to the job (Y Generation). IT also leads to the emergence of a collective intelligence from consumers.

As a consequence we are living a major change in our consumption model: -- the basic needs are fulfilled, -- the company offering responds more to desires than to needs.

There is a tendency towards individualisation of the consumer: he feels he is less defined by a social category and at the same time he demands personalisation. He wants a personal relationship with his vendors. The new technologies enable this shift and companies therefore rely on the IT department’s ability to set up these personal relationships with their customers and, at the same time, to obtain a much deeper knowledge of their conscious and unconscious desires.

This trend towards better knowledge of the customer and a higher and very personalised level of relationship with him, makes the marketing approach more important than ever. As the marketing department has to be aware of IT trends, the IT department - and most of all the CIO - will in the future also have to become marketing experts.”

Marketing-IT integration Michel Calmejane, Managing Director and Director Channel Strategy and Transition Europe at Colt Technology Services, also emphasized this integration of marketing with IT. “The CIOs want to control the stakeholders and the entire ecosystem of the projects they launch. They give a higher importance to cybersecurity issues and,

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more than in the past, they take the user experience into consideration.

The two technical trends are obviously the current implementation of Big Data projects and the rise of the Internet of Everything. As a consequence of this higher project complexity, vendors also have to adapt their sales strategy and adopt account-based marketing with a specific approach for each customer, providing him with a specific ecosystem including start-ups. To acquire this very precise knowledge of each prospect and customer, the vendor needs to attract two new profiles: Data Scientists and Digital Marketing & Communication specialists.”

‘More than in the past, CIOs take the user experience into consideration.’

The CIO as a venture capitalist Sébastien Durieux, Associate Director at Deloitte Consulting, has another viewpoint regarding the roles of IT. He sees the CIO as a venture capitalist, where venture means risk but above all opportunities and where the capital is innovation. In ‘Tech Trends 2014’ Deloitte points out that although IT budgets are under great pressure, cost reduction appears only in the third place of priorities, after the fulfilment of department needs and the implementation of the Digital Strategy of the enterprise. The CIO therefore has to instil a culture of innovation and achieve strategic management of the new projects. The study shows that CIOs feel they are able to face this challenge, but believe the other departments of the company need to be informed and reassured on this innovative approach. In fact the CIO, as a venture capitalist, needs to

develop strong communication with all the stakeholders of the company’s transformation: the various departments but also the board of directors.

The Chief Innovation Officer or Chief Digital Officer also has to have a direct relationship with the CIO. Last but not least, the CIO, as a venture capitalist, has to create a real partnership with the external players such as the service providers, software companies, etc.

HR viewpoint Jean-Pierre Scandella founded ARROWMAN Executive Search in 2004.

It specialises in C-Level search (General Managers, Chief Technical Officers and Chief Information Officers). He explained the main trends he sees from an HR viewpoint: “The Digital transformation concerns all the domains of the company. It is a major change, a paradigm shift as it affects the way people work and interact. General Management and the Board are finally being involved in this transformation.

Moreover, job definitions and core competencies are impacted. We see increasingly more ‘T profiles‘ with a specific expertise being expressed transversally across the company. This transformation pushes organisations to a less hierarchical structure, though not totally flat.” Scandella also pointed out that there is no more pre-defined model: “The departments test new job definitions and new competencies in a project-based approach. There is often a functional overlap across different departments.” Scandella concluded: “The human being is key. In this transformation process dynamism, charisma and the ability to take risks are more important than functional competencies.”

This article is based on the CIONET France Annual Congres ‘The new roles of IT’, which was held on 3 December 2014.

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Digitisation has a direct impact on the mission and roles of IT departments.

Digital transformation

We are fully into a new era with profound changes due to the emergence of digital technologies in areas such as customer relations and social trends. This has a direct impact on the mission and roles in the technology departments of our companies and on internal leadership. All these changes have been highlighted in the latest edition of the CIONET Spain Annual Event, which took place in Madrid.

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The event addressed issues such as ‘The future vision of digital transformation‘, ’The new digital age‘, ‘New business models‘, ’Towards a new model of management‘ and ‘Skills necessary for this change‘. More than 300 CIOs attended the event, listening to experiences and recommendations about what’s involved in this new digital paradigm and how companies must evolve in this time of change and focus on their customer as a priority. This transformation affects the business vision, the way of working of employees and the interaction with the customer.

Technology becomes a facilitating element through the convergence of solutions such as Cloud Computing, Big Data, Mobility and Social Media.

We are at a time in which innovation

From left to right: Eva Sanz, student; José Manuel Inchausti, CEO Regional Iberia at MAPFRE; and Laura Cárdenas, student.

From left to right: Mario López de Ávila, President of Agile Entrepreneurship Spain; Andrés Contreras, Co-founder and CTO of SocialTech, Co-founder & CEO of Datacean; Ramón Gómez de Olea, Managing Director and Country Head at Russell Reynolds Associates; Matti Hemi, Chief Paradigm Shifter; and Antonio Crespo, Director at Leaners Magazine.

34+27+732t

is key. In this sense, José Luis Sancho, Managing Director of Accenture Spain, spoke a truth: “It is a challenge for the CIO, but also an opportunity.”

Co-leadership However, according to data provided

by Ramón Gómez de Olea, Managing Director and Country Head at Russell Reynolds Associates, the roles leading the major part of this transformation are the CEO (34%), Marketing (27 %) and new staff (7 %). This last percentage includes the figure of the Chief Digital Officer (CDO), who bears the responsibility for this change but who, in many cases, simply designs the strategy without implementing it, so it may be a waste of time for the evolution of the company.

Leading Leadingroles rolesin the digital transformation in the digital % transformation

27% 34% % 7

New staff CEO

Marketing

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34

CEO

7%

27

%

New Marketing staff

‘It is necessary to distribute innovation right down to the last employee.’

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Although currently the CIO is not involved in many of the digital agendas, this expert’s recommendation is that they have to undertake projects of co-leadership, involving the CIO in them. And not only him, but also all the management functions, including the CEO, whose driving role is essential. In order for these initiatives to be supported by all departments, Matti Hemi, Chief Paradigm Shifter, said: “All, including the leaders, have to leave their comfort zone. It’s not a matter of opening this zone, but expanding it. The employee will not change if he doesn’t see the leader doing it.”

Mario López de Ávila, President of Agile Entrepreneurship Spain,

17+83 83%

83% of managers are prepared to lead the transformation, but do not have the capacity to address it.

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highlighted a barrier for the IT departments when it comes to getting involved in the transformation: the political dimension. “We, the technicians, do not master the art of politics in large companies. This leads to a situation of disadvantage and it is something we must learn. We have been talking for 20 years about overthrowing the administrative silos but this has been unsuccessful for one reason: there are still people who want to continue with them.”

A company that is leading the digital transformation is the Spanish insurance company MAPFRE. Its President, Antonio Huertas, involved in the major technological change of this company, brought the participants his vision during the event. Huertas drove one of the experiences of digital innovation of the company: the launch of Verti, the direct insurance start-up that has grown in the Spanish market like no other. An initiative born in 2011 and which began as ‘a necessity and a success‘ to respond to the needs of its customers. For this veteran leader technology has to lead. “We come from a business model in which technology was only a service for the business but not a leading factor. Now you

have to integrate IT with all business areas to create a co-leadership organisation.” He also said that it is important to develop a management team that takes advantage of the technology for their business.

‘You have to think in small victories, not in large developments.’

Another participant was Raúl Grijalba, President of Manpower Group Spain.

For him, we are not only in a time of change, but in a change of era that his company calls ‘the era of the Human Age’, in which technology has changed many of the things we are living with today. To accommodate this new model, companies “have to know their expectations, the processes that should be changed and the technology that must be used.” According to his information, the problem arises here: 83% of managers are prepared to lead the transformation, but do not have the capacity to address it. “Without the CIO it is not possible to transform, and his position should be the one of coleader of the change that comes from the CEO and the Board.”

Raúl Grijalba, President of Manpower Group Spain (l.) and Mona Biegstraaten, President of CIONET Spain and Latin America (r.).

Speaker José Manuel Inchausti, CEO Regional Iberia at MAPFRE.

Digital transformation strategy During the afternoon, CIONET invited other CxOs to join the event (CEOs, CFOs, CMOs, as well as business developers, people from technological start-ups, etc.). The goal was to facilitate networking between all the areas needed to define and implement a real and correct digital business transformation strategy. It became absolutely clear that digital technology is not a passing trend and therefore it is important that organisations introduce it into their corporate culture. One of the formulas can be to appoint ‘evangelists‘ or ’ambassadors of digitisation‘ in our companies.

In the round table ‘The corporate digital transformation - Innovation as the engine of change‘, the participants heard again that changing a company into digital has to be accompanied by the commitment of senior management and the involvement of all areas of the company. Another important conclusion was that this transformation must be carried out with sustainable budgets. You also have to think in small victories, not in large developments. Moreover, training the people is crucial.

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Furthermore, the fundamental role of social platforms in this process was analysed, with speakers from Yammer, Linkedin and Zyncro. Networks play an important role in the brand image and reputation of the companies, and in this new model they have to know how to take on board some negative opinions from customers and users.

In this sense, good customer service is the key for success. In addition, we must not become obsessed by the number of followers, but by their quality.

On the other hand, an important factor in the process of digitalisation is talent. This is why, according to Isaac Hernández, Country Manager of Google Enterprise, it is important to create a fertile workspace environment and give employees the right tools to promote innovation. In the case of Ferrovial, its CIIO (Chief Information & Innovation Officer) Federico Flórez, talked about the innovation experience of his organisation. Promoting innovation has been key to their business. In this sense, he stressed that it is necessary to distribute innovation right down to the last employee. To do this, he uses some programs included in the Strategic Plan, through which employees can contribute with innovative ideas. “You have to spread it among all workers and this means training and dissemination”, he explained. This program began five years ago and, annually, 700 ideas from employees are valued.

This article is based on the CIONET Spain Annual Event ‘Digital Transformation’, which took place in Madrid on 1 October 2014.

Feedback from CIOs A few Spanish CIOs gave their opinion on this Annual Event.

What are your conclusions about today´s topic?

Joaquín Reyes, CIO at Cepsa: “First, that the digital transformation requires co-leadership of business and technology, and that processes are so interwoven with the way we work that we cannot just adapt the existing ones. Second, there is no recipe, and it is not a homogeneous and comparable process for everybody. The cultural environment and the values will see themselves reflected in the new ways of doing things, and on internal relations with suppliers and customers. Third, volatility. The technologies that appear today as key will be replaced. Companies must have the ability to adapt quickly and must not have excessive reliance on a particular technology.” (Read more on iPad in the CIONET+ app)

The process of digitisation requires a fertile workspace environment.

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Collaboration between IT and Marketing leads to business success.

The Social Enterprise What is important in digital marketing today?

The consumer is in the driving seat. He is getting used to receiving personalised messages that are very relevant for him.

This kind of relevance demands a close cooperation between IT and Marketing.

Stefaan Claes, International CRM & Digital Marketing Director at Kinepolis: “What’s next? We will evolve from content to storytelling. It’s not just about what you say but the way you say it.”

‘New technologies can be used to keep growing in a sustainable way.’

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“We are facing the challenge of continuing to grow despite an aging population. How can the new technologies be used to keep growing in a sustainable way? Closer collaboration between IT and Marketing is the solution”, says Gert De Meyer, North West Europe & Nordics IT Director at The Coca-Cola Company. “In the past Marketing used to work with external marketing agencies, also for their websites. But in recent years we started hiring people from these agencies and collaborating more closely with Marketing.

We developed the concept of the ‘Social Enterprise’ with tools such as consumer websites, mobile apps, ecommerce and an active presence in the social media. In the past many tools were developed locally. Nowadays our social media strategy is more uniform and structured into six main capabilities. Today, we interact directly with the consumers in two directions, using tools such as conversation management.

When you look at our website (www. coca-colacompany.com) you will notice it has a very dynamic look and feel and an enormous amount of multimedia content. Our dedicated consumer website (www.mycoca-cola. com) gives the consumers access to all kinds of Coca-Cola content, promotions, events and other experiences. It also provides them with a great deal of information about our products.

One of our major concerns is the protection of all the consumer data we collect, including email addresses and bank account data. Our internal Information Risk Management team advices our agencies on how to protect these data appropriately. Every new application (mobile app, website) is security scanned by a specialised company before it can be launched.

Marketing clearly would like to go to the market as quickly as possible but needs to understand that we can’t take any risk with consumer data.

Gert De Meyer, North West Europe & Nordics IT Director at The Coca-Cola Company: “One of our major concerns is the protection of all the consumer data we collect, including email addresses and bank account data.”

Olivier Paijens, Director Maintenance and Technology Development at RTBF: “The world has become digital and from there comes the need for IT and Marketing to coexist.”

Customer-driven The Kinepolis Group is a Belgian chain of movie theatres with 34 cinema complexes in Europe. The corporate CRM & digital marketing team is a center of expertise responsible for the development and maintenance of websites and digital apps, the multichannel campaign management platform, etc. The team is a fifty-fifty mix of IT experts and digital marketing experts.

What is important in digital marketing today? Stefaan Claes, International CRM & Digital Marketing Director at Kinepolis: “The consumer is in the driving seat. According to Forrester, the day we can send a message to every customer that is so personalised he thinks it cannot be done by a computer, we will have reached our goal.

This kind of relevance demands new knowledge about individual consumers beyond demographic and transactional data.”

The Kinepolis data are very rich with e.g. data from continuously ongoing surveys, statistics on the probability of a client’s intention to watch a certain movie, or even to recommend it. The CRM also makes a distinction between declared customer profiles with the preferences they uploaded and shadow profiles - showing which movies they actually watch. Kinepolis

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even personalises its homepage to the individual customer’s preferences.

What’s next? “We will evolve from content to storytelling. It’s not just about what you say but the way you say it. A movie is a highly emotional product. That’s why we’ll put more emotions in our communication with e.g. less text and more photos.”

Stand together Olivier Paijens, Director Maintenance and Technology Development at the public broadcasting organisation RTBF: “The world has become digital and from there comes the need for IT and Marketing to coexist. Marketing’s main task is to canalise our content and propose it to our customers. To support this, the IT department needs a strong but light infrastructure, and it has to stay agile.

Marketing also has to target and segment the market. To enable that, IT needs tools for analysis and marketing campaigns. Furthermore, Marketing has to help our clients to recognise themselves in the content. IT therefore need tools to manage the metadata consistently.

Another challenge is the multitude of communication channels at RTBF. The show The Voice e.g. is available on television, radio, our website and

is represented in the social media.

This multitude enables our clients to create their own RTBF. In order to serve them better, Marketing needs to understand their consumption patterns. This requires from IT to be able to capture a maximum of information and correlate the data in a minimum of time.”

Paijens’ conclusion regarding ITMarketing collaboration is a quote from the Lebanese writer Kahlil Gibran: “Stand together, yet not too near together, for the pillars of the temple stand apart.”

This article is based on the CIONET Belgium Networking Event ‘IT & Marketing: collaborate for business success’, which was held on 2 December 2014 at RTBF in Brussels.

Stand together, yet not too near together, for the pillars of the temple stand apart.

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The huge offering of social media tools needs to be translated into a corporate environment.

From Enterprise 2.0 to Social Business The biggest challenge of social business programs is to get the buy-in of your employees. Letting employees use their pattern of communication but embedding it into the corporate culture is the way forward for a successful implementation of social business structures.

Markus Bentele, Corporate CIO of Rheinmetall AG: �It needs a very good strategy, a thorough risk analysis, a lot of trust and in particular knowledge of the human nature, to implement a social business model.�

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‘Your personal clockspeed defines the level and depth of your wisdom.’

On 19 November 2014, the CIONET Germany Networking Event ‘From Enterprise 2.0 to Social Business‘ took place in Düsseldorf at the premises of Rheinmetall AG. One of the key decisions CIONET Germany took for this event was the inclusion of coworkers of its CIO members from the HR, Marketing, Communications and Social Media departments of their organisations. Instead of the classical one-to-many presentations, there were a number of short presentations, combined with interactive sessions, ensuring that interaction and discussion were an ever-present feature.

The event was opened by a communications specialist, who gave us insights into how ongoing digitalisation changes the way we communicate, both as a private person and in a business context. One of the major changes is the free availability of information. Traditional information gatekeepers have vanished and as almost every kind of information becomes available to everybody anytime, we have a paradigm shift in our perception of the world. And while in the past, wisdom was related to age, physical seniority is no measure of wisdom anymore. We are now living in the brain age, your personal clockspeed defines the level and depth of your wisdom.

Read more on iPad in the CIONET+ app.

Social media vs social business The huge offering of social media tools and methods creates highly individualised user scenarios, which need to be translated into a corporate environment. A person can choose whatever social media tools he or she wants to use. It is almost an anarchistic world, which needs to be transformed into a world of order and where the need for corporate codes of conduct has to be recognised.

Letting employees use their pattern of communication but embedding it into the corporate culture is one of the key challenges for a successful implementation of social business structures. And while sharing information in the ‘outside’ world is the new norm, corporate rules, legal jurisdiction and the protection of corporate intellectual properties put strict limitations on the intra-company ‘share‘ button. In conclusion, while social media and social business seem to be very close, the structures are very different and employees need to be educated to understand what is in the interest of their company and what is not.

Event host Markus Bentele, Corporate CIO of Rheinmetall AG, along with members of his staff, shared the experiences of their journey ‘From Enterprise 2.0 to Social Business‘.

What became very clear during Mr. Bentele’s presentation was that it needs a very good strategy, a thorough risk analysis, a lot of trust and in particular knowledge of human nature, to be able to implement a social business model and to achieve substantial collaboration levels from employees from all parts of the organisation.

One of the key findings for German companies was that alongside the ‘normal‘ challenges of implementing a social business approach,

the complex legal environment in Germany makes it extremely difficult to get your act together.

Unfortunately, the laws seem to have been written in the era when stage coaches where the main mode of transportation. What made absolute sense 100 years ago, is nowadays completely disconnected from the daily behaviour of digital natives and globally connected digital businesses.

Add to that specific local labour laws, such as the necessity to have workers councils, which need to agree with all parts of a social business strategy, and you understand why social business programs have been very difficult to implement here.

However, the biggest challenge of all with social business programs is to get the buy-in of your employees.

Scores of Enterprise 2.0 programs, which followed a top-down approach, failed. Employees need to understand the benefits of using internal social media tools for themselves as well as for their company and they should be given choices in terms of what they want to use. It is all about creating awareness and convincing by common sense, not by management order. Concerning the

9+91+K 91%

Overall feedback of the event: positive The interactive format and the cross-functional approach of this event were very well received by the participants.

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The biggest challenge for social business programs is to get the buy-in of your employees.

selection of the preferred tools, it is quite clearly much easier to convince a current user of a certain tool or app, to also use it at work, than to introduce something completely new to them. Build your social business tool set based on the preferences of the majority of your employees to ensure smooth implementation.

Business case for social business

Benefits of social collaboration tools Using social collaboration tools can benefit a company in many ways: -- all information is shared and available for the entire team, -- information remains accessible over time, independent of its provider, -- social collaboration tools enable fast and agile project development, -- they also enable substantial savings on travel time and expenses, -- social collaboration tools improve the work-life balance of employees, -- they also stimulate employees to develop new means of collaboration about which a management team may never have thought.

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One of the questions raised during the discussion was: “Is there a business case for social business?” The participants had a lively discussion about this and the consensus was: “Yes, but in different ways.” Using social collaboration tools can benefit a company in many ways. Just imagine that information and thus knowledge is not saved in a private mail account, which cannot be accessed after the departure of an employee, but in a social business environment. As all information is shared and available for the complete team, this information remains accessible over time, independent of the person who provided it. And instead of constant travel, employees start to enjoy web conferences, because this enables much faster and agile project development, while saving substantially on travel expenses and, on top of this, they improve their work-life balance. If correctly implemented, this method also stimulates employees to develop new means of collaboration about which a management team may never have thought.

The final verdict The future of work is clear. Work has to adapt to reflect the personal preferences of employees, not as in the past, where people had to adapt to their work environment. While

transforming our businesses to become digital, we need to enable and support our employees to become important stakeholders of our organisation. Social business is not only about communication, it is about creating an environment of shared responsibility throughout an organisation. Social business enables new means to connect and interact and it significantly changes the way employees cooperate. To attract and to keep talent, the workplace of the (very near) future therefore needs to be part of a social business ecosystem.

‘Build your social business tool set based on the preferences of your employees.’

The interactive format and the crossfunctional approach of this event were very well received by the participants. The audience could not only take a look behind the scenes of Rheinmetall AG, but also had the opportunity to discuss the topics with their co-workers as well and with stakeholders from other companies.

This event also reconfirmed CIONET Germany’s idea to broaden the audience for its community events occasionally - depending on the topic with different stakeholders of the new CIO ecosystem.

This article is based on the CIONET Germany Networking Event ‘From Enterprise 2.0 to Social Business‘, which took place on 19 November 2014 in Düsseldorf.

CIONET Colombia is looking forward to achieving many great objectives in 2015.

CIONET Colombia, a new frontier CIONET Colombia made its official launch to the press and members last August. It has been a great journey since then to expand the network and reshape the ICT sector, with lots of support from the media and great enthusiasm from its members. It is no big secret that economies in Latin America are expanding and fast growing. That is why CIONET came in with perfect timing and with great opportunities and challenges ahead.

Ambitious public ICT policy The Vive Digital II Plan has set two main objectives for Colombia: to become a world leader in the development of applications for lower income citizens; and to become the most transparent and efficient government in terms of ICT use.

Phase II of the Vive Digital Plan will build upon the successes of Phase I and Colombians will continue to benefit from the most ambitious public policy ever implemented for the ICT sector.

Read more on iPad in the CIONET+ app.

In order to have a clearer picture of what the arrival of CIONET Colombia means to the country, it is important to have a look at the background.

Colombia has the third highest GDP percentage growth in the region and this is due to having sound economic policies and the promotion of free trade agreements - a constant policy in recent years. The major rating agencies have updated Colombia’s government debt to an investment grade. We have witnessed this progress in the last decade in Colombia in particular in education and infrastructure. There also was a slow progress in closing the income gap.

Colombia has managed to overcome its violent past and is heading in a brighter direction but it still needs a

lot of work and the correct fiscal and economic policies to solve its remaining problems such as high unemployment and the high poverty percentage which now stands at 30%.

Vive Digital II Plan In addition to all this, the Colombian Ministry of ICT launched Colombia’s Vive Digital (Live Digital) II Plan, a 10 billion dollar nationwide effort that has set two main objectives for Colombia: to become a world leader in the development of applications for lower income citizens in order to lift them out of poverty and improve their quality of life; and to become the most transparent and efficient government in terms of ICT use. These objectives have been crystallised

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From left to right: Dario Andres Botero Toledo, Regional Head of Company Infrastructure at Linio; Gustavo Brieva, CIO at Cenit Transporte y Logística de Hidrocarburos; Sonia Acuña, ICT Director at the Federación Nacional de Cafeteros de Colombia; Fernando Llano Camacho, CIO at AstraZeneca Colombia; Mona Biegstraaten, President of CIONET Spain and Latin America; Alberto Pradilla, President of the CIONET Colombia Advisory Board and Executive Director at Colombia Digital; and Ricardo Olarte, General Director of CIONET Colombia.

following the development of the country’s industry and infrastructure and the generation of Internet use nationwide. Research shows that when Internet use increases, poverty levels decline and new jobs are created.

Phase II of the Vive Digital Plan will build upon the successes of Phase I and Colombians will continue to benefit from the most ambitious public policy ever implemented for the ICT sector, which will achieve goals such as tripling Internet connections from 8.8 million in 2014 to 27 million in 2018, providing Colombia with similar levels of Internet penetration as in countries like Belgium and Italy.

It will also boost Internet penetration in households and small businesses from 45 to 63 percent, and from 60 to 70 per cent respectively, double the number of companies in the IT sector to 3,600, triple IT sector revenues to 10.4 billion dollar and increase the number of IT employees to 117,000 by 2018. In addition, the government will continue subsidising low-income families’ purchases of PCs or tablets, and maintaining the lowest price for PCs throughout the region. With this is mind we can say that the ICT sector

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has great opportunities for development in the near future.

Great first year 2014 was a great first year for CIONET Colombia, and for that it whishes to introduce and thank its two Business Partners - VASS Colombia and Micro Focus. VASS is an IT consulting firm, founded in 1999, highly specialised in new technologies and integrating products and services with a thorough knowledge and mastery of technology.

They have substantial technological expertise in SOA, CRM, Internet, Document Management, eBusiness, BPM and IT Security. The VASS group (value added solutions and services) began its operations in the country in 2011. Micro Focus provides innovative software that allows companies to develop, test, implement, evaluate and streamline critical business applications. Micro Focus software enables customers’ business applications to respond rapidly to market changes and embrace modern architectures with reduced cost and risk. The company has over 30 years experience with a presence in 20 countries and more than 18,000 customers.

What’s next?

What are the main issues concerning CIOs in Colombia and what are the challenges for 2015? After meeting with the Advisory Board and discussing the challenges that CIOs face in the country, CIONET Colombia observed that four topics frequently came up: -- infrastructure: such as Cloud, Big Data and Mobility; -- business strategy: expanding E-commerce in the country, CIO C-level soft skills and social media; -- closing the talent gap: with demand outstripping supply; -- to map and be more productive with the ICT resources from the government.

Having set its objectives, CIONET Colombia plans to take action through key conferences, discussions and CIONET events that are designed to aid its CIOs in achieving their full potential in each objective. So CIONET Colombia can look forward to much hard work and to achieving many great objectives in 2015!

This article was written by Natalia Olarte, Community Manager of CIONET Colombia.

CIONET Colombia Advisory Board: Alberto Pradilla has 30 years of experience in the IT sector.

He is President of the CIONET Colombia Advisory Board and Executive Director at Colombia Digital; María Isabel Mejía is Vice Minister of Information, Technologies and Communications. Her work has been crucial for the development of the Digital Plan for Colombia; Guillermo Santos Calderón, Systems Engineer from the University of the Andes and columnist. He was president of the FC Millonarios football team of Bogota and founder of the technology magazine ‘ENTER’; Sonia Acuña, ICT Director at the Federación Nacional de Cafeteros de Colombia; Gustavo Brieva, CIO at Cenit Transporte y Logística de Hidrocarburos;

Read more on iPad in the CIONET+ app.

CIONET Colombia 2015 events calendar Jitendra Puri, CIO at Bolsa de Valores de Colombia (Colombian Securities Exchange); Roberto Puche, Vice President Information Technology at Telefonica Colombia; Fernando Llano Camacho, Computer Science Engineer, CIO at AstraZeneca Colombia; Patricio Melo, Vice President of Technology and Operations at Davivienda; Orlando Eliecer Ibarra Campo, Regional Director of IT and Processes at MAPFRE LATAM South; William Castro Nova, CIO at Sena (National Learning Service); Dario Andres Botero Toledo, Regional Head of Company Infrastructure at Linio;

MARCH

Annual Event ‘What’s next: Digital Leadership’ MAY

Premium Event ‘IT Talent: Improving Soft Skills to win C-level’ JULY

Premium Event ‘Internet of Things’ SEPTEMBER

Premium Event ‘Infrastructure Optimisation: Cloud, Big Data, Mobility & Security’ NOVEMBER

Premium Event ‘Business Strategy: e-Commerce & Customer centric’ DECEMBER

Award Event ‘CIO of the year’

Cesar Amar F., CIO at the National Fund Saving of Colombia.

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Strategic Cooperation Agreement serves as a framework for longterm cooperation.

CIONET and the Chinese CIO Union join forces CIONET and the Chinese CIO Union signed a Strategic Cooperation Agreement at the IFIP World CIO Forum 2014. It serves as a framework agreement and is the guidance document for long-term cooperation between both parties.

At the beginning of November CIONET attended the IFIP World CIO Forum 2014 in China. Over 1,000 delegates were present in Xi’an, the former capital of the country, including 20 international guests. Frits Bussemaker, CIONET Partner and International Relations Liaison, attended the Forum as Vice Chairman of the International Steering Committee of the WCF2014 together with Paul Piebinga, CIO at Enexis, and Maarten Hillenaar, former CIO of the Dutch Government. Both Piebinga and Hillenaar presented a keynote at the conference.

Under the guidance of the Ministry of Industry and Information Technology,

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the Forum was organised by a number of respected Chinese organisations including the Chinese Institute of Electronics and the Chinese Chief Information Officers Union. The program covered topics such as Mobile Computing, Big Data, Cloud and Security and demonstrated that issues facing CIOs are truly global.

Strategic Cooperation Agreement At the forum CIONET and the Chinese Chief Information Officers Union signed a ‘Strategic Cooperation Agreement‘. Both organisations aim to improve the position of the Chief Information Officer through knowledge sharing in a number of ways including conferences, training, research and publications. As the challenges of the CIO are truly global - as the Forum made clear - and as the CIOs of both Europe and China are interested to know more about each other’s experience and vision, setting up a strategic partnership seemed an obvious choice.

The basic principles of the Agreement are ‘Equal, Voluntary, Mutually beneficial’. It serves as a framework agreement and is the guidance document

Read more on iPad in the CIONET+ app.

for long-term cooperation between both parties, and also the base document for related contracts in the future. The Agreement was signed by Camille Zahara, member of the management team of the Chinese Chief Information Officers Union and Frits Bussemaker.

‘Both organisations aim to improve the position of the CIO through knowledge sharing.’

The Agreement was signed

by Camille Zahara, member of the management team of the Chinese Chief Information Officers Union and Frits Bussemaker, CIONET International Relations Liaison.

Over 1,000 delegates including 20 international guests were present at the Forum in Xi’an.

Frits Bussemaker at the IFIP World CIO Forum 2014 in the Chinese city of Xi’an.

Exceptional hospitality The organisers of the World CIO Forum offered exceptional hospitality to their guests who were able to experience, with great pleasure, the local culture and cuisine. The highlight was without any doubt the visit to the world famous Terracotta army just outside the city of Xi’an where the delegation even met one of the farmers who discovered the army.

This article was written by Frits Bussemaker, CIONET Partner and International Relations Liaison.

As CIOs’ challenges are truly global, setting up a strategic partnership was an obvious choice.

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Key takeaways from the CIONET Portugal Grand Coalition for Digital Jobs Summit

Digital employment opportunities The Grand Coalition for Digital Jobs Summit was held on 3 October 2014 in Lisbon. It was a one of a kind event in the history of CIONET Portugal. The summit involved the initiator and President of the European Commission at that time, Mr José Manuel Durão Barroso; the Portuguese Minister of Economy, Mr António Pires de Lima; and Mrs Leonor Parreira, the Portuguese Secretary of State for Science.

The event was unique as it emphasized the action plans that society at large and the CIONET community can present to develop digital employment opportunities and to apply engaging new models and initiatives to support growing IT requirements.

pressure on salary levels and propel more services to be delivered from increasingly diversified service providers that support competence initiatives, such as Cloud-based, Mobile and Data Analytics.

New skills

As we are seeing a greater emphasis on investments in growth and innovation, not all companies are prepared to meet the demands of these new digital requirements. But the market will continue to see employment shifts to better-positioned companies, as well as to the new disruptors who demonstrate innovation and industry insights for the digital era. These shifts may create further asymmetries in the system. And going further, over the next few years, we expect to see a more pronounced diversification of competence and

The Grand Coalition for Digital Jobs Summit emphasized how digital employment is being disrupted in every industry and how new adaptive sourcing models, along with potential new skills, will be required to support business demands. Themes and topics coming out of the event showed that enterprises should be preparing for new technology-driven business strategies that will enable their digital transformation and employment. Reskilling remains critical, which is likely to keep

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Employment shifts

talent acquisition models, which may lead to further industry disruption and potentially higher network effects in a historically non linear area of business.

Digital jobs programs A set of initiatives was presented during the event and compiled into a document which has been distributed to all stakeholders and participants of the Grand Coalition initiative. The year 2015 has the potential to see another Summit with a revision of the proposed initiatives, as well as a new orientation into the development of newer and more adequate digital jobs programs.

This article is based on The CIONET Portugal ‘Grand Coalition for Digital Jobs Summit’, which was held on 3 October 2014.

More diversification of competence and talent acquisition models may lead to further industry disruption.

Former President of the European Commission, Mr José Manuel Durão Barroso: “The European Commission has already received more than 57 projects since the beginning of this initiative.”

António Murta, Digital Champion Portugal 2013: “Importing business men or corporations is cheaper than exporting many engineers.”

António Pires de Lima, Portuguese Minister of Economy Leonor Parreira, Portuguese Secretary of State for Science

Read more on iPad in the CIONET+ app.

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The so-called 4th Industrial Revolution is only five to ten years ahead of us.

Additive Manufacturing, the future of production Mauro Varetti, Additive Manufacturing Area Responsible at Avio Aero (a GE company), and Pierluigi Tozzi, Lead Engineer MetallicComposite Materials at GE Oil and Gas, were the inspired speakers for an active audience at the ’Innovation Experience: Additive manufacturing‘ event of CIONET Italy.

Additive manufacturing, more widely known as 3D printing, is not just a mere ‘recreation tool‘ for geeks, but it will deeply change the future of manufacturing in the next five to ten years. In view of its possible impact on production and society, additive manufacturing has often been defined as the ‘fourth industrial revolution‘. Since one professional 3D printer can be considered as a full operating factory, plants would be potentially smaller in size and could operate closer to towns, enabling a ‘back to the city‘ phenomenon. Machines would not only be closer to workers, but it would also be possible to set them in motion remotely. The need for a new, highly specialised workforce would arise, creating new jobs in a saturated market such as the Old Continent, and 3D printing would also reduce the need for companies to move their plants to locations where the cost of labour is significantly lower.

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Mauro Varetti, Additive Manufacturing Area Responsible at Avio Aero.

Pierluigi Tozzi, Lead Engineer MetallicComposite Materials at GE Oil and Gas.

‘3D printing would reduce the need for companies to move their plants to lowcost locations.’

Economically convenient There are many advantages for ‘going additive‘. Firstly, additive manufacturing is eco-friendly and economically convenient, because professional 3D printers need less materials, energy and space than traditional production plants to operate, and they also create less waste. Secondly, 3D printing technologies could potentially eliminate the necessity for economies of scale, costly prototypes or replacements and the risk of overproduction.

Additive manufacturing enables the production of one single object from a project or design, and it is also possible to print one item all at once from the beginning to the end, whereas a traditional production method needs more steps. In a few words, with the additive manufacturing technologies the unit price for producing highly complex products remains constant.

IT challenges Of course, all that glitters is not gold: for simple objects, traditional production methods are still the best, and current professional 3D printers are

Read more on iPad in the CIONET+ app.

confined to the production of metal and plastic parts. Additionally, there are currently many challenges from an IT point of view. 3D print projects, for instance, need to be optimised and integrated with other software before they can be implemented in the production process, and there is the need to create new dedicated software. More issues are arising with regard to data management and data protection, especially for patents on projects and user manuals, in an era where corporate information is often under threat.

Round table at he CIONET Italy event on additive manufacturing.

Nevertheless, for many companies additive manufacturing is already a common reality for the creation of prototypes, and just like for many other technologies, the overall benefits and improvements will probably overcome obstacles and threats.

This article is based on the CIONET Italy event ’Innovation Experience: Additive manufacturing’, which was held on 17 November 2014.

New issues are arising with regard to data management and data protection of 3D print projects.

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How to deal with the challenges and uncertainties of the digital world?

The digital revolution Over 100 leading Belgian IT decision makers dealing with the challenges of the digital tsunami attended CIONET Belgium’s Annual Event. They got inspiration from a TEDx style program with quite some provocative thinkers.

Laura Koetzle, Vice President and Group Director at Forrester: “Be aware that sooner or later you will have an information security incident. It’s inevitable, so you have to have a plan for failure.”

Penny Power OBE, CEO and founder of the The Business Café: “Young IT talents won’t come to your company if it isn’t connected with the social media.”

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The event was moderated by television journalist Christophe Deborsu.

The first speaker, Professor Bram Vanderborght from the VUB (Brussels University), a worldwide renowned thinker in the field of robotics, explained: “Many people are afraid of robots because they may replace our employment. According to an Oxford study robots and PCs will even take over 47% of our jobs. So maybe they are a curse. But I think that if we take it on well, robots can be a blessing. Think about the rising health care costs in our aging society. Here robots can have a positive impact.

Other examples are driverless cars solving mobility issues or the use of drones in the logistics sector.”

Werner Jacobs CIO and CFO at De Lijn confirmed that the use of autonomous cars can solve many mobility issues. “Cars are only being used for 3% of the time. Car sharing would be a more efficient way to provide mobility. A driverless car would come

to you whenever you need it and drive to another user when you don’t.

Such an intelligent system has many advantages: lower costs thanks to shared ownership, less car production - thus less use of resources, less accidents, less traffic jams, etc. As a public transport company we are also planning experiments with driverless cars. In a further future we could even imagine a market of 2 million interconnected cars managed by De Lijn.”

Digital strategy Around 2010, Herman De Prins, CIO of UCB, realised that as digital technologies transform entire businesses, the way IT was organised had to change. So he developed the program ‘Bringing IT to life at UCB’. His department hired new talents with more international profiles, the focus was moved to the core business and resources for innovation were found.

Nowadays IT is leading with digital technology. The number of FTEs

remained stable but over 60% of the roles and profiles changed significantly. “Digital has the potential to disrupt business models. That is why every company should have its own digital strategy”, he concluded.

Joachim De Vos, CEO of Tomorrow Group, provided more insights into strategies dealing with uncertainties of the future. “There is a tsunami of innovations going on, leading to a new ecosystem in which our companies need to operate. How do we address the uncertainties ahead of us?” De Vos had an answer: “Get the outside in.” He said this referring to the TomorrowLab OiSP (Outside-in Scenario Planning) model. It takes into account the evolving contextual environment (technology, macroeconomics, international finance, demographics, etc.) as well as the changing transactional environment (competitors, regulators, suppliers, clients, etc.).

Strategic issues One of the most important strategic issues is the information security strategy. Laura Koetzle, Vice President and Group Director at Forrester: “Keep in mind the Targeted-Attack Hierarchy of Needs: look at the fundamental security issues before addressing the more advanced stuff. Begin by asking a lot of stupid questions. And be aware that sooner or later you will have an information security incident.

It’s inevitable, so you have to have a plan for failure. You have to be prepared and know what to do when it happens. When an incident occurs you should put your customers first, not your company. Communicate honestly and quickly. In the long run that will be better. And, instead of first trying to find out whose fault it was, repair the damage immediately.”

What are the strategic issues of startups? Bruno Lowagie, founder and

Read more on iPad in the CIONET+ app.

CEO of iText, a fast-growing start-up specialising in programmable PDF software: ”When you start up a new business, one of the most important decisions you will face is: should you do it alone or bring in co-founders, hires, and investors? In the beginning, my wife and I controlled everything ourselves and we were self-funded.

A few years ago we hired a person to lead the company together with us and last year we doubled our staff. We learned that if you want to grow fast you have to take wealth decisions.

But if you want to be ‘king’ of your company, you have to take control decisions.”

Digital skills Alexander Riedl, Deputy Head of Unit at the European Commission, DG Connect: “If no decisive action is taken there will be an estimated 825,000 unfilled vacancies for ICT experts in the EU by 2020.” That is why the EC launched the Grand Coalition for Digital Jobs. It brought together many partners from education, business and the public sector. Today there are over 10 national and regional coalitions supporting this initiative. “The Digital Agenda is about giving the possibilities of digital technology to every European, to every company but also to public administrations.”

Martine Tempels, Senior Vice President at Telenet for Business, is President of the STEM Platform, the advisory group for the Flemish Government steering committee to improve the education of science, technology, engineering and mathematics (STEM). The platform formulated several advices, such as having more female students or more students with an immigration background in the STEM disciplines. She made a passionate plea to the audience to become technology coaches, spending a few hours of their time in the schools.

Penny Power OBE, CEO and founder of the The Business Café: “Young IT talents won’t come to your company if it isn’t connected. Moreover, by being connected with social media, innovation happens. That’s why it is of a critical nature that CIOs get embedded in the social conversation. They have to understand the social media culture and become social CIOs. We also need to involve the whole organisation into becoming a social organisation. This requires a culture shift and digital skills programs across all departments.”

Digital Agenda Alexander De Croo, Belgian Deputy Prime Minister in charge of the Digital Agenda, provided an intriguing view on the opportunities for digitisation in Belgium and explained his plans on how to benefit from them: ”The Digital Agenda is about an economic opportunity, a source of new jobs, growth and prosperity.” (Read the full speech in the CIONET+ app on iPad) This article is based on the CIONET Belgium Annual Event ‘What’s Next 2015’, which took place on 27 January at Living Tomorrow in Vilvoorde.

Alexander De Croo, Belgian Deputy Prime Minister in charge of the Digital Agenda: ”The Digital Agenda is about an economic opportunity, a source of new jobs, growth and prosperity.”

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Luxembourg wants to make the most of opportunities coming from new technologies.

Becoming a Smart Nation The Digital Lëtzebuerg strategy is an initiative that was launched by the government last fall. The idea is for the Grand Duchy to evolve into a society and an economy that make the most out of the opportunities that digital intelligence and new technologies represent.

Prime Minister Xavier Bettel and Anne-Catherine Ries, Coordinator of Digital Lëtzebuerg, explain the objectives of this initiative.

The development of telecom infrastructures is the sine qua non condition for the growth of a digital Luxembourg.

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Could you sum up for us the main steps and objectives of the Digital Lëtzebuerg strategy?

Xavier Bettel: “For the past fifteen years, the IT sector in Luxembourg has been experiencing a strong boost.

We have seen important developments in e-commerce, digital content, Cloud Computing, Big Data and also in electronic payments. A lot of effort and investments have been made in terms of large communication infrastructures, which is exactly what we need if we want to have a country that is a leader in information technology. We now need to strengthen and consolidate the position of Luxembourg with regards to new technologies. This means that we have to work on offering services and concrete applications that are

THE NEXT CIO CIONET Luxembourg

based on digital technologies and that can benefit companies and citizens.”

What objectives does the Digital Lëtzebuerg strategy have?

Bettel: “First of all, the Digital Lëtzebuerg strategy aims at demonstrating strong political will. We want to further develop a sector of our economy that is already growing, and make the most of opportunities that come from using new technologies.

We need to implement this strategy in all the social and economic sectors of the country. The initiative aims at creating a general dynamic to modernise the country through the use of these technologies. More concretely, we have to identify the specific challenges of a digital society and the questions that need to be answered.

We have to find the means to address them in a transversal manner, by leaving behind our partitioned thinking and our usual specialisations. Our mission, in the end, is to make a Smart

Xavier Bettel, Prime Minister of Luxembourg: “The Digital Lëtzebuerg strategy aims at creating a general dynamic to modernise the country through the use of new technologies.”

Nation out of Luxembourg, to give it a face that is resolutely new to this country, and to make it a place where people like to live and work.”

What does the IT sector represent for the country in economic terms?

Anne-Catherine Ries: “According to ICT Luxembourg, the sector represents 6.6% of the GDP and amounts to 15,500 employees in Luxembourg.

However, through Digital Lëtzebuerg we plan to create digital opportunities outside of the IT sector. IT should not only be a sector in itself, but a horizontal vector of efficiency and innovation for all socio-economic aspects of our lives. Everyone should be able to enjoy the opportunities provided by a digital society, whether they work in the financial sector, logistics, biotech, ecotech, the traditional industries or in creative industries. A digital economy must help improve access to knowledge, to health systems, optimise the services to citizens, etc.”

Transversality The digital evolution and the emergence of Smart Nation and Smart Cities require that we always think in a horizontal manner. How can we apprehend this notion of transversality?

Bettel: “Today, we need to be thinking more transversally. The Digital Lëtzebuerg initiative should not focus on everything or attempt to solve everything. A lot of initiatives

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are being launched and have not waited for this initiative to start. For us, it’s about showing ambition, with a common project, by bringing people together and mobilising strengths around this project. We want to use this initiative to go forward with issues that would otherwise stagnate if we were not working on them transversally. For administrations, we need to address issues that go beyond our vertical responsibilities as they are currently defined. There are transversal issues that come up regularly, but that do not fall under a specific Minister’s sphere of competence.

This means that these issues are not addressed as they should be. We need to find new economic opportunities by uniting all our strengths. We need to think in terms of fintech, biotech, etc. The idea is to remove the walls between departments so we can seize new opportunities.”

will be worked on in different working groups.”

Concretely, how are you going to implement the strategy you have presented?

Ries: “Currently we are mapping the various initiatives that exist, be they private or public, to bring together the various pieces of a same puzzle that helps us modernise the country.

We want to bring them to the surface so that we can maybe develop synergies. We have a responsibility to identify abandoned projects that can perhaps be revived. These projects

93+7

What are the main priorities?

Ries: “Amongst the priorities already identified, is the development of telecom infrastructures. It’s the sine qua non condition for the growth of a digital Luxembourg. There is also the support of innovation and the access to funding for start-ups, the innovation in services for the financial sector (fintech), the development of digital competencies (e-skills), the implementation of an electronic administration, and Open Data. To this we can add the promotion of Luxembourg’s assets abroad. In parallel with this strategy we can also address specific issues from time to time.”

How to do you hope that the economic players can become involved?

Bettel: Digital Lëtzebuerg is not a

6.6%

The IT sector represents 6.6% of the GDP and amounts to 15,500 employees in Luxembourg.

CIONET Luxembourg THE NEXT CIO

33

‘IT should not only be a sector in itself, but a horizontal vector of efficiency and innovation.’

top-down strategy imposed by the government. Rather, it aims at creating a global modernisation movement based on a collective effort. I can see that a lot of players have already expressed the will to be associated with the initiative. I’m happy to see people becoming committed!”

Competencies What are the needs in terms of competencies?

Bettel: “Competencies are indeed the decisive factor in the development of a sector. Companies go where they can find the talents. We will need to work on two fronts at the same time.

First, we have to improve the digital competencies of the Luxembourg workforce through a series of initiatives: raising awareness about jobs in IT during the Student Fair; encouraging the use of new technologies from a very early age; improving the offering of lifelong training and retraining; and improving the framework of internships. This is a task that will require long-term dedication. In the short term, to address the urgent recruitment needs for our industry, we have to work on improving the attractiveness of the Grand Duchy for a qualified workforce. For that we have to make a transversal effort. Thus we need to work on topics as various as reviewing our migration and fiscal laws for expats, nation branding, the quality of our transport, housing, as well as cultural and educational infrastructures, making Luxembourg a country where people like to live.”

34

CIONET Luxembourg 2015 agenda aligned with Digital Lëtzebuerg.

On Wednesday 17 December, Pascal Lanser, the CIONET Luxembourg Country Leader, presented the 2015 program to the Luxembourg CIOs. The community will work alongside the themes developed in the Digital Lëtzebuerg project of Prime Minister Xavier Bettel. Consequently, the Advisory Board of CIONET Luxembourg has chosen these major topics of interest: -- The value of IT -- e-Skills -- Agilty & Flexibility -- Fintech The Luxembourg CIOs will join Special Interest Groups around these themes. Articulating the CIONET International network will be a key success factor.

THE NEXT CIO CIONET Luxembourg

At the event, Nuno Miller, Managing Director and CTO of Videdressing, and European CIO of the Year 2014, stated: “The future is upon us, and it is going to be disruptive and digital. On the one hand disruptive because we are increasingly looking for new ways to better serve our clients. And on the other hand digital, simply because more and more pertinent data is available and this of course fosters our way of doing things.”

Pascal Lanser concluded: “Let us all share these action points together.

Experience is important and your contribution is vital.”

Nuno Miller, Managing Director and CTO of Videdressing, is the European CIO of the Year 2014 - Technology Driven.

IT governance is gaining in importance on Boards of Directors’ agendas.

Aligning IT governance with business In today´s organisations IT is undoubtedly instrumental in moving from efficiency and productivity gains towards value creation, thus creating a growing need for a specific focus on IT governance.

In fact, the pervasive use of technology tends to create a critical dependency on IT, not just to attain higher productivity levels but also to radically differentiate products or services. This means that Boards of Directors now perfectly understand the strategic importance of IT and have decided to include IT governance in their agendas.

While in the past, governance issues were mainly focused on the need for transparency in the domain of enterprise risks and the protection of shareholder value, today the emphasis is on the need to ensure that expectations of IT are being met and that the corresponding risks are either avoided or carefully mitigated.

According to the IT Governance Institute’s publication ‘Board Briefing on IT Governance, 2nd Edition’, a framework for IT governance should integrate strategic alignment, value delivery, resources management, risk management and performance measures.

Read more on iPad in the CIONET+ app.

However, the implementation of fair and sound IT governance is not that complicated, bearing in mind that we should not ‘reinvent the wheel’ and can start by choosing among several distinct IT governance frameworks that are widely recognised in the industry.

Their features are as follows: -- COBIT: integrates technology while implementing controls and meeting specific business objectives; -- ITIL: covering eight sets of management procedures, it aims at controlling operations; -- COSO: not IT-specific. COSO’s guidelines address many functions such as HRM, inbound and outbound logistics, external resources, IT, risk, legal affairs, marketing and sales, operations, finance, etc.; -- CMMI: particularly recommended to organisations focusing on application development and dealing with life cycle issues and the subsequent delivery of products throughout the life cycle. CMMI adopts a process improvement approach that contains 22 process areas.

Combining frameworks Combining frameworks can also make sense as we may be able to capitalise on their distinct features addressing different domains in our companies.

For instance, we can use COBIT as an overall framework, ITIL for the operations, CMMI for application development and ISO 17779 for security. Then a special attention should be given to the corporate culture fit, ensuring the stakeholders are familiar with the chosen ‘IT governance framework’.

What we must really avoid is IT being perceived as a cost center with project overruns and unable to generate real value in the eyes of our stakeholders…

This article was written by Jorge M. Vieira Jordão, Corporate Affairs Director at Jerónimo Martins and CIONET Portugal AB Member.

CIONET Portugal THE NEXT CIO

35

What are the key technologies for pharmaceuticals over the coming years?

Pharma’s IT transformation Information technology is playing a major role in pharma changes, supporting business efficiency, compliance, new commercial strategies and more agile and responsive R&D. The European pharmaceutical industry has been facing important changes driven by price pressure and reimbursement policies, access restrictions to healthcare organisations and professionals, demand for more evidence of value for the approval of new medicines and the increasing regulatory complexity. On top of this, additional stakeholders, such as patients are becoming an increasingly determining factor as they claim a role for themselves in the decision-making process.

Information technology is playing a major role in this change, supporting business efficiency, compliance, new commercial strategies and more agile and responsive R&D. However, despite the fact that the pharmaceutical industry has traditionally been strong on technology, the new requirements and new opportunities demand a transformation that requires new IT strategies and skills.

36

THE NEXT CIO CIONET Portugal

Within this context, several technologies are or can be key over the coming years. Cloud services enable agility and innovation while keeping the focus on quality, compliance and existing services. This is a path for growth with controlled costs and manageable resources, enabling smaller companies to compete. These services simplify the delivery of compliant platforms for external collaboration and heterogeneous remote teams, enhancing the integration and collection of new data sets.

Digital platforms enhance interactions with the patients, providing new services for better health, while collecting more information to be used later in further development and commercialisation activities. As patients are engaged in multiple platforms and apps, more data sets are obtained, increasing the overall available knowledge for all stakeholders.

cycle, enriching the knowledge about healthcare professionals and their needs.

The potential growth of multiple data sets, based on these technologies together with the social media and data marketplaces, and powered by cloud analytics, can deliver more and better insights from data enabling targeted commercial and product development decisions.

So, a balance between these opportunities and known regulatory and other constraints is the real challenge for the coming years. It will be interesting to follow this transformation and evaluate the actual results in the near future.

Multi-channel marketing While traditional commercial strategies decrease effectiveness and acceptance, multi-channel closed loop marketing emerges as a way to use all the available communication channels to reach healthcare professionals and organisations in a more engaging and compelling manner. This approach responds to different generations and styles and provides real-time targeted communication while collecting important information to feed the

This article was written by Rui Rodrigues, Information Systems Director at Bial.

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Many CIOs develop management skills ideally suited for the boardroom.

Digital on board With the Digital Transition taking place in today’s society we all know that there isn’t an organisation that is not effected by IT. Indeed, IT is in your operations, your sales and marketing and, increasingly more, IT is your business. But is IT in the boardroom?

IT is a critical infrastructure that has impact on the (financial) stability and strategy of the organisation.

However, various studies (e.g. by KPMG Netherlands) have indicated that there is still a lack of interest and understanding of IT at board level.

The boardroom agenda most often deals with a traditional agenda and board members often have a compliant financial or economic background.

However, the impact on stability and strategy makes IT a boardroom issue. The risks and benefits IT brings should be on any board’s agenda.

This requirement thus needs to be addressed. The conventional way to bring IT into the boardroom is to offer current board members a (basic) training in IT. Unfortunately, we have seen only limited interest and results so far.

Different approach CIONET in the Netherlands has chosen to take a different approach.

Instead of trying to train current board members in the fast world of IT, CIONET has developed a dedicated

38

executive program for CIOs and other IT executives on the workings of a boardroom. During four Friday afternoons spread over a six-month period, CIOs will gain an insight into issues such as governance and responsibilities, along with the requirements, dilemmas or pitfalls when accepting a board member role. On top of this, personal leadership and the group dynamics of a board are covered. The program is presented by top experts and offers delegates the opportunity to exchange experiences with seasoned board members. It will prepare them for a future boardroom position and will offer a networking facility.

In November 2014 the first group of 20 Dutch executives started with an introduction to the governance of a board. And the afternoon fully met their expectations. Delegate Hessel Dikkers, CIO of the Dutch Railways: “I observe that IT is increasingly determining the success of an organisation. So, it is of great importance that knowledge of IT is brought into the

THE NEXT CIO CIONET Netherlands

boardroom. This program offers a unique possibility for senior IT executives to gain insight into the workings of a board.” Marcel Krom, CIO of PostNL, and Edwin Erckens, CIO of Teva Pharmaceuticals Europe, praised the speakers, the discussions and interaction, and the practical tips.

Demand for IT background For this program, CIONET has teamed with Hemingway Professional Governance and the Duisenberg School of Finance which provide the expert speakers. Maarten den Ottolander, Partner at Hemingway, sees an increase in demand for board members with an IT background over the next couple of years, and states: “When we now propose a candidate for a board position, it is often the one with an IT background who gets the position.”

The program has already had a lot of positive attention and CIONET Netherlands expects to be able to start with a new group of IT executives in the spring of 2015. Potential delegates will be screened on their experience with working in large complex organisations, having end responsibilities, social skills and the ability to transfer knowledge.

According to Frits Bussemaker, CIONET Partner and responsible for the program, most CIONET members are used to working in the fast changing and complex environment of IT and thus have developed management skills ideally suited to bringing ‘digital on board’.

For more information go to: http://hemingway-pg.nl http://www.dsf.nl

Read more on iPad in the CIONET+ app.

In November 2014 the first group of 20 Dutch executives started with an introduction to the governance of a board. From left to right: Maarten den Ottolander, Partner at Hemingway; Mark Haaksman, Partner at Clockwork; Art de Blaauw, IT-Strategist at VMWare; Wendy KloegLaeven, Sector Manager ICT & Facility Management at Dunea; Ton Arrachart, CIO at van Oord; Edwin Erckens, CIO at Teva Pharmaceuticals Europe; Marjolein Smeets, ICT Director of Luchtverkeersleiding Nederland; Anneke Burger-Tebbens Torringa, Central Information Manager (CIM) at AFM (Autoriteit Financiële Markten); Frits Bussemaker, Partner at CIONET; Arjan van Dijk, CIO of Stadgenoot; Evert Schaap, owner of YourS; Richard Oerlemans, CIO of VU Universiteit; José de Leeuwe, ICT Manager at Amsterdamse Hogeschool voor de Kunsten; Hendrik-Jan Smaal, CIO at Heijmans; Brendan Bank, CIO at Booking.

com; Henk Grevelman, Program Director at Achmea; Hans Timmerman, CTO of EMC Netherlands; Hessel Dikkers, CIO at Dutch Railways; Axel van Lamsweerde, Head of ICT at AFM (Autoriteit Financiële Markten); Svenja de Vos, CIO at Tele2; Teun van der Vorm, Director ICT at ANWB; and Marcel Krom, CIO at PostNL.

Often it is the candidate with an IT background who now gets the board position.

CIONET Netherlands THE NEXT CIO

39

Cloud solutions suppliers are trying to generate de facto standards.

Do I need to be in the cloud?

As CIOs, we must keep a clear view on the messages of cloud solutions suppliers and first assess the use of cloud by answering a number of basic questions.

Nowadays there is a power struggle going on between the large technology corporations to achieve critical mass in their particular cloud model. They are seeking to generate trends and de facto standards. They are investing a lot of money and the massive adoption of a service will mean the demise of their most direct competitors.

Changing rules We are speaking of global solutions, and any major change in the balance of suppliers could affect all the rules for buyers. The marketing message of all these companies is: “Unbelievable!

How can you exist without cloud in 2015?”

However, from the standpoint of our CIO function, we must keep a clear view on these messages and assess the use of cloud by answering the following questions: “Which tool or tools should I use to meet the demands of customers and employees of my company?” and “Why should I use it?”

The first question aims to combine the four fronts that are currently on the

40

CIO VISION CIONET Spain

agenda of most CIOs in one way or another: -- immediacy: how to meet business needs in time and form; -- ubiquity: how to maximise the productivity of employees wherever they are; -- omnichannel: how to reach and retain customers; -- innovation: how to create and adapt processes to the changing reality.

The ‘Why?’ question is to assess the risks, opportunities and costs of solutions to be deployed across the company. It is not always convenient, but this question helps to increase our economies of scale, using the same tools for different tasks.

Corporate Strategist In any case we must keep in mind that sooner or later the cloud will move the value of the CIO from technology to business strategy (if your business needs haven´t done that already). It is therefore necessary to evolve towards a more global function if possible, positioning our role as a Corporate Strategist and a Digital Visionary for relationships with our customers.

If you would like to know more about the most important variables (CAPEX, OPEX, hidden costs, type of cloud to choose, risks, etc.), in order to take the decision to jump to the cloud, we invite you to read the full article in the iPad version of this magazine in the CIONET+ app.

The answers will change If the answer to these questions leads us to take on cloud solutions, then it is time to take the step! Otherwise… there is no problem: the growing maturity of this model will enable new approaches that will change the answers to our questions in the near future.

This article was written by José María Gallo, IT Manager at AC Hotels.

The abbreviation ‘CIO’ should nowadays stand for ’Customer Is Obligatory‘.

The customer-focused CIO The modern CIO strongly and unambiguously represents the customer’s point of view and understands his needs.

The word ‘customer’ does not mean just an internal customer. I work in an international organisation which employs 200,000 people in various countries. It is necessary to try to tackle the problems arising from the concept of ‘internal and external client’. We create formulas: B2B, B2C, but where is ‘Human2Human’? The modern CIO should eliminate the concept of an internal customer, because there is only one kind of customer. The one who buys our products and services. The artificial division of clients into external and internal varieties was and still is a nightmare for many organisations.

Ideal environment What is the ideal environment for the modern CIO? It is an environment where the client is at the centre of attention. IT does not depend on any particular department of the company. It works according to the idea of multidimensional relationships and it is an integral element of the company’s general strategy. Within this context the CIO has no department, budget or projects. The concept of IT projects does not make sense any more. These projects are not carried out per se, but in the context of what the customer needs. We satisfy the needs of

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different departments while focusing on our company’s business offering.

The modern CIO What is important for the modern CIO in order to create as much value as possible for the customer and the organisation he is working for?

It is often said that the biggest asset of a company is its people. In my opinion, only the best people constitute this asset. We should try to ensure that we have the best people in all our teams, not just in our own departments.

Agile solution providers are also important. We should choose as partners the companies which have ‘corporate rigour’ and ‘garage vigour’.

How important is a budget? It is simply a projection of costs needed for the execution of a particular task at a given time. There is no need to plan budget lines a priori and repeat them year after year. The budget should be systematically verified.

Don’t forget benefits management.

Every project must make sense from a business standpoint. We need to

This article was written by Jaromir Pelczarski, Vice President of BNP Paribas Poland and President of the CIONET Poland Advisory Board.

discuss it with the business and jointly determine our targets. We should benefit from our experiences and keep in mind the customer needs.

Finally, we need social networksaware executive boards. They must be aware of new needs of the new generation which is entering the labour market. Social media are essential in this context. Boards need to adjust to this new reality, where a rigid hierarchy does not work.

‘The modern CIO should eliminate the concept of an internal customer.’

CIONET Poland CIO VISION

41

CIONET is setting its future course, creating additional added value for its members.

Results from the CIONET 2014 member survey During the course of December 2014, CIONET held an extensive survey amongst its 4,469 members across Europe and Colombia. The purpose of this survey is twofold: first and foremost it is important to understand the value such a community offers to its members, in order to maximise

Who responded to the survey?

251 respondents took the time to provide feedback on 20 vital questions. They represent 5.6% of CIONET’s membership base.

20+13+958t 78.5%

12.7 %

8.8 %

5+95+K 251 resp.

this value in the future. But secondly, we believe CIONET can offer new types of added value in order to fulfil its mission, which is to help senior IT executives to be ever more successful in their roles. For this, we needed to check the need for such additional programs.

Leadership

9.7

48.6

%

%

Location

CIOs and senior IT decision makers Members of our local Advisory Boards

We found that 9.7% of the respondents were global leaders, and 48.6% can be considered as local leaders.

55.4%

33.6%

Business Partners and Academics

We found that a majority of respondents (55.4%) were located in their company’s headquarters.

33.6% of the respondents were employed at a local subsidiary of a multinational enterprise.

Country of residence Belgium

Italy

Portugal

Spain

The Netherlands Germany

Poland Colombia France Luxemburg Other

370+340+320+310+310+200+190+160+90+90+130= 480+ 440 +410+240+240 +190+160 +160+80Transport +110= Manufacturing Business Services Banking / Retail & Health Finance

Industry

42

STRATEGY CIONET International

Wholesales Governement

Care Education

Utilities

Other

Matching these parameters against each other, we can distinguish four types of social media users among CIONET members.

The most interesting group contains those professionals that consider themselves to be ‘quite to very’ active with social media, but not very effective in using it. This group represents 27% of the CIONET members who responded. This is particularly striking given the major reasons these professionals have to use social media (35% of respondents use social media for knowledge sharing with peers, 33% to build new professional relationships – multiple answers were possible). This group undoubtedly has much to gain professionally by becoming more effective in the use of social media.

There are, however, major differences between countries and industries in the way they approach social media. In terms of countries, the UK, the Netherlands, Belgium, France and Spain appear to have the highest density of social media users among CIONET members. In terms of industries, somewhat surprisingly, professionals in Retail, Manufacturing and Banking rate themselves very low both in terms of social media usage and the effectiveness of using social media.

Read more on iPad in the CIONET+ app.

27.1%

32.1%

8.7%

14.7%

Not active

The survey investigated the social media attitude and success of the respondents. More precisely, the respondents were asked to rate the level of social media activity for professional purposes, as well as how effective they consider themselves to be with this activity.

Very active

Social media proficiency

Not effective

UK Belgium the Netherlands France Spain

Very effective

Retail Manufacturing Banking

Rate themselves very low both in terms social media usage and the effectiveness of using social media.

Highest density of social media users

CIONET International STRATEGY

43

Twitter activity To investigate further on the status of social media usage we analysed the Twitter activity of the 56 respondents that provided their Twitter account in the survey (this is not an indication of how many actually do have a Twitter account, since this was an open question).

=109 =290 =650 8.9%

+ 1,000 followers

average

211 followers

63.2%

- 100 followers

On average these respondents have 211 Twitter followers, 8.9% of respondents have over 1,000 Twitter followers, 63.2% of respondents have less than 100 followers.

197

In turn, these professionals follow an average of 197 people.

On average our members using Twitter generated 30 tweets per month.

30

CIONET compared to other CIO communities 62% of the respondents are also a member of a different CIO organisation. When asked whether CIONET brought more (or less) value to its members in comparison to these other organisations, 44% of respondents stated that CIONET performs better than these other organisations. 41% stated that CIONET provides the same (or a comparable) level of service.

This excellent score can perhaps be explained by the ‘top of mind’ words our members associate CIONET with. ‘Professional’, ‘Relevant’ and ‘Interesting’ were clearly at the top of people’s minds when thinking about CIONET, along with ‘International’ and ‘Up to date’.

44

STRATEGY CIONET International

44%

Much worse

Same

Helpful Reliable Fresh

Steady

Relevant

Professional Trustworthy Appealing

Much better

Innovative Modern

Up to date Fun

Interesting Active

International

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Current and future membership programs The major purpose of the survey was to measure the added value our current activities have for our members, and to distil what type of additional value might prove worthwhile in fulfilling our mission - to make our members more successful in their jobs.

According to the responses, most of our existing programs are well appreciated by our members. 87% of the respondents rated our biweekly newsletter from ‘useful’ to ‘very useful’.

The offline events (67%), the online platform (62%) and the printed magazine (60%) also scored very highly.

In terms of new added value programs CIONET could bring to its members, the ideas that aroused the most enthusiasm included video case studies, benchmarking and local peer-to-peer meetings.

At the start of this new year, the conclusions from this survey certainly give the CIONET team plenty of energy and fresh ideas to develop additional added value for its members. We all look forward to working together with you to make this happen!

Most appreciated programs

87%

67%

62%

60%

biweekly newsletter

online platform

This article was written by Frederic De Meyer, Head of Programs and Marketing at CIONET International, and Patrick Arlequeeuw, Strategy Director at CIONET International.

46

STRATEGY CIONET International

offline events

printed magazine

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