Realise your ambition CIONET Magazine, March 2016
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Sharing and Caring Contents EVENTS 4
CIONET achieves 150 members in Brazil CIONET´s membership has been growing since its instigation in Brazil.
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Perspectives for the future CIONET Spain’s annual event focused on the future CIO role in the digital economy.
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E-skills, the new oil of tomorrow More than technology, skills are essential to any project of digital transformation.
11 CIONET Denmark is in the air Providing great networking and exchange opportunities to Danish CIOs.
14 The new CIO roles Without the CIO’s skilled supervision Digital Transformation projects are doomed.
18 Roadmap towards Digital Transformation Digital Transformation should be guided and requires a strategy and a specific owner.
20 CIO+ in the new Digital Era The 2016 CIONET Italy events program on the Digital Transformation
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 global community of IT leaders.
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.
It is our mission to provide CIONET members and partners with the best
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.
22 Digital Leaders’ way to success
36 What’s next 2016
What is the new role of the CIO in achieving business success?
23 The 2016 CIONET Poland agenda Poland’s Digital Leaders have prepared inspiring topics for the 2016 meetings.
24 Today’s Tech CEOs and Unicorns of tomorrow Pit stop for the Brain. The World’s greatest Tech Fest welcomes CIONET.
27 Top CIO concerns Three key learnings from CIONET’s 2016 local events program
28 DreamIT, dreams that change the world CIONET Spain launches DreamIT, an NGO that supports solidarity work.
29 The LatAm North expansion CIONET welcomes four new national Advisory Boards in Latin America.
32 Learn from the best How to work together with start-ups for your own innovation efforts?
THE NEXT CIO 34 CIONET Peer Group Program CIOs realise their ambitions and maximise value with CIONET Peer Groups.
Customer-centric innovation has an uncertain outcome but you have to try.
CIO VISION 39 Running IT as a Business Should IT in a telecom company be seen as a department or as a service?
40 IT, the organisation’s motherboard IT is the connecting link driving the corporate digital strategy and innovation.
44 The juicing machine Organisations need to understand the high value of an efficient ICT production ‘machine’.
46 Leaders in the Digital Health revolution Increasingly more CIOs reach the top level of Healthcare Delivery Organisations.
CIONET PARTNERS 47 Have a look at the full list of CIONET’s Premium Business Partners, Business Partners and Research Partners.
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Realise your ambition Realise your ambition by leveraging the world’s largest community of digital leaders and their partners. CIONET has been in existence for over 10 years and we are constantly improving the way we work. This is why CIONET is introducing several new value-adding programs for its members. The Peer Group program brings together CIOs on a bimonthly basis to talk about specific challenges and learn from each other. We believe there is nothing more enriching than exchanging ideas between peers. The Community Insights program aims at leveraging the knowledge of our unique global network of peers who have the same challenges and opportunities. CIONET offers multiple ways in which CIOs can share their insights and best practices. One of the ways is the online offering of webinars and video presentations from various CIONET events. Along with this are the various national and international CIONET surveys. They deal with hot topics such as Digitisation, Mobile, IoT, etc. and provide major learnings from European CIOs, key IT management trends, digital leadership best practices, etc. CIONET Latam North continues its expansion. Colombia already numbers around 300 CIONET members. We are also excited to announce the launch of CIONET in Peru, Venezuela, Central America and Caribbean, and Ecuador! The CIONET Brazil community, which started in Brazil last August, is thriving and already counts over 150 Brazilian CIOs and digital leaders. We are also very pleased to welcome Denmark to the CIONET family! The first Advisory Board meetings have already taken place to set the scene and plan the 2016 CIONET events, programs and member recruitment.
Patrick Arlequeeuw, Strategy Director of CIONET International
CIO CITY will this year be held on 27 and 28 June in Amsterdam, with a focus on ‘Orchestrating digital leadership’. For the sixth consecutive year, CIONET brings together over 250 top digital leaders and IT professionals around vital topics to make them even more successful. With its interactive workshops, multiple CIO speeches, keynote addresses and networking opportunities, this event has proven to be an invaluable opportunity for CIOs around the globe to acquire new ideas and insights. At CIO CITY 2016 we will celebrate the European CIO of the Year and the European Research Paper of the Year award winners. I am looking forward to meeting you there.
May the force be with you!
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CIONET´s membership has been growing since its instigation in Brazil
CIONET achieves 150 members in Brazil CIONET, the international network of CIOs, has become more relevant than ever. In Brazil, CIONET membership increases every month. This international network was instigated in the country with 86 members last August. Today, CIONET numbers over 150 Brazilian CIOs.
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To achieve this, CIONET has been promoting networking events for its CIO community. Annually, CIONET organises over 70 face-toface events for networking in the most important cities of Europe and Latin America, in order to allow its members to share experiences about their day-by-day work, focusing on IT management, strategies and innovation, while at the same time reinforcing their relationship and networking.
Dra. Teresa Sacchetta, CIO of Fleury Group, opened this encounter. Last November, CIONET Brazil announced her as the President of its Advisory Board, which is composed of 16 CIOs. At the Annual Event she talked about the importance of the network, emphasising its worldwide range and highlighting its huge capacity to support CIOs´ needs. Following this, she explained how important the participation of all of the members in the network is to make it more effective.
First Annual Event Recently, CIONET Brazil held its first Annual Event in São Paulo. Members from several Brazilian states, other CIOs and Executives participated in this initiative to find out more about this kind of project, how it works, etc.
‘How can the CIO be the leader of the Digital Transformation in companies?’ was the theme of this encounter. Moderated by FIA Professors, Dr. Nicolau Reinhard and Nivaldo Marcusso, the matter was discussed
EVENTS CIONET Brazil
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The role of IT is fundamental for the development of new business models. The theme of the first CIONET Brazil Annual Event was: “How can the CIO be the leader of the Digital Transformation in companies?” During the discussion, most of the participants highlighted that CIO leadership is fundamental to this process.
‘The main discussion was about how to evolve from IT Support to being a Protagonist.
with enthusiasm. The main discussion among the IT Executives was about how to evolve from IT Support to being a Protagonist. For them, this kind of meeting, promoted by CIONET, is fundamental in helping them to face their professional challenges. During this discussion, most of the participants highlighted that CIO leadership is fundamental to this process. At same time, they agreed that it is necessary to keep an open mind to change, trying to stop saying ´no´ every time and bringing solutions to the internal customers.
Role of IT They also discussed the role of IT as fundamental to support companies to
define, together with the IT domain, the new business models. Most of them agreed that companies would get results through technology.
Approach An approach based on the CIOs´ evaluation, the engagement of other areas, the question of speed and efficiency of systems which is different in each company, and the understanding of each kind of business, are items that should not be ignored in order for the digitalisation process to work well. How to reach this level? What is necessary for this and what type of partnership has to be build for it? These were other questions raised by
the CIOs. In their opinion, the process should take place in a collaborative manner. Additionally, most of them agreed that besides of this new role and the relevance that IT has gained, they should keep working on their old tasks, such as maintenance of the infrastructure.
Company culture Another major challenge brought up by these CIONET members in Brazil was about knowing how to deal with the company culture. In the end, most of them concluded that to be the Protagonist may bring a lot of challenges but they see it as something that transcends IT.
CIONET Brazil EVENTS
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CIONET Spain’s annual event focused on the future CIO role in the digital economy.
Perspectives for the future The latest annual networking event of CIONET Spain was completely oriented towards the future of the CIOs and their role in the continuously changing environment. The event brought together over 250 technology directors to share experiences and new perspectives for the future within the digital economy. The Spanish ICT industry shows a strong ambition to be leader in business and at the same time it focuses on narrowing the relationship between the human being and technology. CIONET Spain achieved one more year to bring together over 250 CIOs and directors of ICT companies at its annual event last October in Madrid. It was a unique forum to share experiences, future perspectives and strategy advices on ICT. The topics that were debated in the futuristic environment concerned the future of outsourcing and digital transformation.
Digital conversion The opening of the conference was hosted by Mona Biegstraaten, President of CIONET Spain and LATAM, in a BMW i8 car which noted clearly the central topic of the day:
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‘The future’. The winners of the CIONET awards of Digital Leadership 2015 were the first speakers to break the ice. They explained their vision concerning the future of the digital conversion of companies. Jordi Escalé, CIO at Generalitat de Catalunya and CEO at CTTI, stated that in the future the focus of the CIO must be put on “studying and understanding the relationship between the human and the machine with information in between”. On the other hand, Óscar Gómez, Director of Organisation, Resources and Technology of the Prisa Group, talked about the difficult ecosystem in which the CIO lives nowadays and the correct way to relate with it from different roles of the company and the market. During the event, the official presentation of Windows 10 for the companies took place. Ana Alonso, Account
and Partner Manager at Microsoft, pointed at the considerable number of companies that are internationalising and spreading technology on an international level. “This is the way to ensure that the future of the technology will not only be present in developed countries, but in any country in the world”, Alonso said.
CIONET Spain’s solidarity One of the highlights of the annual event was the presentation of the new NGO ‘DreamIT Foundation’. This NGO, an initiative of CIONET Spain, was born from a dream and good intentions. It claims to help the ones that help, by donating technological equipment and talent to NGO’s that require this in order to continue their solidarity work. At the presentation of the new foundation, priest Father Angel of the NGO ‘Messengers of Peace’ donated a white pigeon representing peace and solidarity as a sign of support for the future projects of DreamIT.
Start-ups Start-ups belong to the true future of the companies, so they had their own space during the annual event. The value of the start-ups was underlined in the speech of Gustavo García Brusilovsky, co-founder of BuyVip and Klikin, who confessed that he would like the attendees of the event to end the day with a corporate start-up. ‘Adopt a startup’ was the main advice he gave to
EVENTS CIONET Spain
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the audience and he pointed at the innovative value that start-ups can bring to old-school companies. When the morning schedule came to an end, the attendees appreciated the networking space and took advantage to meet the start-ups while enjoying bits of futuristic food and preparing themselves for the evening sessions.
‘The future CIO should focus on understanding the relationship between the human and the machine with information in between.’ CIO role in 2020 In the evening the networking was intensified through an inspiration session, working groups and space for discussion that enabled CIONET members to take references on the horizon of 2020. The interactive working groups shared theories and opinions about the future of the CIO and his/her position in the company, the industry and the economy of the digital era.
José Maria de Santiago, Regional Vice President & Executive Partner at Gartner, pointed out that “the CIO must be an influencer with both social and business capabilities”. Nils Fonstad, Research Scientist at MIT Center for Information Systems Research, remarked that a good leader in an economic and digital environment is ”someone who lets his team be colleagues and makes them better, stimulating collective success”. Furthermore, Fernando Vegas from OHL and Samuel Mendoza from UCAM collected the reflections of their corresponding working groups as well as their own thoughts with an inspiring message and challenge for the leaders of the attending ICT companies, motivating them to thrive in to prominence and leadership, thanks to the opportunities the digital economy brings to all.
The latest CIONET Spain annual networking event was a unique forum to share experiences, future perspectives and strategy advices on ICT. At the annual event of CIONET Spain, a BMW i8 car noted clearly the central topic of the day: ‘The future’.
Once the working groups came to an end and the conclusions of the teams were presented, it was time for the CIONET members to enjoy and have some fun while being actively involved in competitions. The attendees could compete in archery, laser battles and remote control cars of BMW, in order to finish the business day in a social and amusing way at CIONET. BMC, HP and Salesforce, awarded the best players in each category.
CIONET Spain EVENTS
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More than technology, skills are essential to any project of digital transformation.
E-skills, the new oil of tomorrow
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EVENTS CIONET Luxembourg
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In our quest for the holy grail, the establishment of a digital, innovative, competitive, and successful business, we have first paid strong attention to technology and the enormous possibilities it provides us with. But these last few months, the issue of skills has resurfaced to eventually become one of the prime concerns for European leaders, but also for IT decision-makers who are faced with a shortage of resources adapted to future challenges. The question of the need for skills that can support the digital transformation of the economy and the consequences this could have for the job market, was at the center of a large debate during the Luxembourg presidency of the Council of the European Union. Today, e-skills are at the heart of the debate of the government’s ambitious Digital Luxembourg strategy.
‘E-skills are at the heart of the debate of the government’s ambitious Digital Luxembourg strategy.’ Last December15th, a conference called “Transforming Europe towards the Digital Age” was held in Luxembourg. A survey led by Empirica was presented at this occasion. The
findings showed that the gap between the number of job-seekers in Europe and the number of positions available in the digital industry should shrink. While this gap diminished in the last few years, the number of students taking ICT courses is rising again.
750,000 positions by 2020 However, a lot remains to be done. The estimate is that in 2020, there would be about 750,000 jobs available in the digital sector for which no suitable candidates will be found. These projections are more positive than a few months ago, but it is still problematic. Any company that wants to remain competitive in this economy will need to integrate the digital evolutions. In Europe, only 1.7% of companies use the full range of advanced technologies that are Big Data Analytics, the Cloud, social media, and mobile solutions. 41% of companies use none of these technologies. There is still a long way to go, and all stakeholders of the economy will need digital skills to move forward. Summing up the challenges that
ȅǍᗰ 1.7%
In Europe, only 1.7% of companies use the full range of advanced technologies that are Big Data Analytics, the Cloud, social media, and mobile solutions.
Jean-Luc Martino, CIO of Raiffeisen Bank: “Any digital transformation implies to first develop a vision and a strategy for the use and optimised integration of technologies, and next to achieve the right balance between digital and other services.”
CIONET Luxembourg EVENTS
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To remain competitive companies will need to integrate the digital evolutions.
traditional companies need to face in order to enter the digital era, JeanLuc Martino, CIO of Raiffeisen Bank in the Grand Duchy of Luxembourg, insists that digital skills are crucial. “For many leaders, digital means technology. For some, it is a means to strengthen their customers’ engagement, and to get closer to them. For others yet, digital is like a new way to do business, no more, no less”, says Jean-Luc Martino. “Digital is all of that at once, and even more. But any digital transformation implies to first develop a vision and a strategy for the use and optimised integration of technologies, and next to achieve the right balance between digital and other services.”
New resources are necessary Two years ago, Raiffeisen Bank migrated all its IT services into a unique core banking system by means of which the bank can acquire a better understanding of its digital transformation. “To realise a digitalisation of the business, of course you have to rely on a solid IT platform”, says Jean-Luc Martino. “But you first need to prepare yourself, identify
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Jean-Luc Martino: “In the digital era, traditional IT skills are, more than ever, necessary. But they are not an end in themselves.”
and master your processes and your data. You also need to think about how you open up to the outside and to the web. In this context, traditional IT skills are, more than ever, necessary. But they are not an end in themselves.”
‘Digital skills are the cornerstone of any digital transformation project.’ The CIO of Raiffeisen listed the other resources which he considers as necessary : - a strong IT management capable of developing a vision, and defining and building digital services, - experienced project managers, who can apply the strategy and implement processes with a crosscutting view, while especially being close to the operational side, - a Digital IT architect that can bring his magical touch, which you’ll need to develop an agile front-end, - a technical team with expertise, that can ensure the concrete implementation while especially paying
attention to security issues, - business intelligence skills to analyse the evolution of the e-business and to come up with new offerings for the customers.
Skills, the fuel for change “If we look at these challenges and needs, we can easily understand that digital skills are the cornerstone of any digital transformation project, and that they are essential for every business to survive in a digital world. If you don’t have these skills, you will not be able to enter this digital era. This is why e-skills can be considered as the fuel for change, the new oil of tomorrow”, says Jean-Luc Martino. Supporting the emergence of these skills requires to work within the company by investing in their development, and by also trusting the young generation of workers. But one also needs to open up to the outside, observe what is happening on the other side of the walls, for example at the FinTech start-ups. Because often the outside is the place where the sources of innovation can be found.
EVENTS CIONET Luxembourg
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Providing great networking and exchange opportunities to Danish CIOs.
CIONET Denmark is in the air
The launch of the Danish Advisory Board is initiated. The new unique community for Danish CIOs is up and running in Denmark. A forum for senior, market leading and innovative CIOs where members can get a unique opportunity to expand their personal network, collaborate and share knowledge with other highly profiled CIOs.
CIONET provides the opportunity to exchange opinions on a highly professional level with equal minded CIOs.
CIONET Denmark is the stepping stone for Danish CIOs to the CIONET International global network. Danish CIOs are already acting and operating globally, but this new opportunity to be part of the global CIO community which facilitates a variety of Danish and international events, seminars and SIGs is a new venture that will boost, challenge and develop the professional skills of Danish CIOs. The 1th and 2th Advisory Board meetings have taken place, setting
the scene and planning the 2016 CIONET events, SIGs and member recruitment in Denmark. Members of the CIONET Denmark Advisory Board are profiles such as President Torben Høeg Bonde, Vestas Global; and the Board Members Mikael Skov Mikkelsen, Regional Capital of Denmark; Martin Börjesson, Danish Rail (DSB); Peter Scheuer, ISS; Charlotte Bang Hersdorf, TDC; Allan Jensen, Danish Supermarked; and Morten Rye Christensen, The Danish Cancer Society.
CIONET Denmark EVENTS
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Why CIONET Denmark? Four CIOs explain why they have decided to be an active part of the CIONET Advisory Board and CIONET Denmark. Torben Høeg Bonde, CIO and Senior Vice President at Vestas Global, President of the CIONET Denmark Advisory Board: “CIONET provides great opportunities for Senior IT executives in Denmark to connect and share experiences about challenges and solutions that impact the global IT agenda. Being a CIO and member of CIONET Denmark creates valuable knowledge and experience sharing, and establishes an access to the CIONET international CIO network.”
‘CIONET Denmark is the stepping stone for Danish CIOs to the CIONET International global network.’
Mikael Skov Mikkelsen, CEO and CIMT at Capital Region of Denmark: ”I make use of CIONET Denmark to communicate and discuss issues relevant to my field as a CIO. What I find most important is not to reach a specific agreement on a technical solution but to be inspired and enriched by inputs on general views on business model strategies and solutions. This creates a stronger foundation for our business performance and my goal to create a better tomorrow. From my point of view, CIONET provides me with the opportunity to exchange and discuss opinions on business development on a highly professional level with equal minded CIOs. I have a great interest in discussing these kinds of matters within a professional strategic forum.”
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EVENTS CIONET Denmark
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Peter Scheuer, Nordic CIO and IT Director at ISS Facility Services A/S: ”I have more than 12 years experience in the field of IT consulting within international consulting firms. This has provided me with many interesting relations with other professional consultants and Danish CIOs. I make use of these relationships in my everyday work life.
‘CIONET Denmark offers insights, debates and knowledge sharing with other competent and skilled CIOs.’
My interest in establishing international relationships with other CIOs has lead me to joining the CIONET Advisory Board. By attending I receive mutual inspiration, and expand my experience and knowledge sharing with other competent and skilled CIOs. I find this important, especially for development, implementation, strategy regarding relevant technologies, and change processes in the organisation.” Morten Rye Christensen, CIO at The Danish Cancer Society: ”We have seen a disruptive digitalisation on virtually all frontiers these last couple of years. This has influenced the existing markets and the requirements of the IT department. Only maintaining sustainable operating and support systems is no longer what is expected from an IT department. Many services can easily be brought as a Cloud system. With many years of experience within the field of business and IT, I have an interest in developing the ‘new’ CIO profile through relevant conferences, seminars and events. CIONET Denmark provides the required insights, knowledge and debates through the Danish and the global network.”
CIONET Denmark EVENTS
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Without the CIO’s skilled supervision Digital Transformation projects are doomed.
The new CIO roles
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EVENTS CIONET France
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As Digital Transformation relies on IT, it implies a major role for the CIO. The Digital CIO has to be the advisor on the choices of technologies, platforms, investments, security, … He also has to be an added value generator.
On November 18th, CIONET France organised its annual congress. This event took place in cooperation with the Forum de l’Entreprise Numérique, attracting many top decisions makers from the IT field and beyond. One of the major questions was: “What are the position, strengths and weaknesses of the CIO in the process of Digital Transformation of the Enterprise?” We also interviewed two Digital Experts: Georges Epinette, former CIO of Groupement Les Mousquetaires (Intermarché, Netto, Bricomarché 40 billion euro revenue) and Dr. Nils Fonstad, Research Scientist at MIT Sloan.
Can the CIO survive? Can the CIO survive the Digital Transformation? It is clear that a large strategic trend is pushing organisations towards more digital skies. Be that as it may, the position of the CIO in this transformation is at question. Can he really stand the disruption? The Digital Transformation is now well recognised and implies a major role for the CIO as it relies on IT. Without IT, there would be no Digital Transformation. And without CIO? The CIO’s position is pretty ambiguous. First, as explained in the study ‘2015 State of the CIO’ (IDG Enterprise), the CIO himself may not be so enthusiastic about this disruption. He focuses much more on
security to perpetuate his position, but his hierarchy (for 54% of the C-Levels) considers he acts as an inhibitor of the missions of the other departments. Even worse, 30% of the CIOs themselves agree with this statement… The importance of Shadow IT goes in the same direction. It is present in 80% of the organisations, which is acknowledged by 79% of the CIOs (according to Gartner). It even becomes a ‘Shadow-IT culture’ for 60% of them. This means that many departments have taken the lead to develop their IT solutions, without the IT department’s help or support. These departments have therefore embarked on large IT solution implementations without the IT department’s governance. Shadow IT may represent today more than 30% of IT expenses: a strong point for a Digital Transformation without the IT department!
‘The position of the CIO in the Digital Transformation process is at question.’ A danger for the CIO? This is why the IT department does not, nowadays, completely control the Digital Transformation of the
ȻǍ୍ 54%
54% of the C-Levels consider the CIO acts as an inhibitor of the missions of the other departments.
About the author In order to grow the value of the content to its members through the various media (CIONET Magazine, YouTube Channel, Newsletters, cionet.com…), CIONET France recently entered into a partnership with IT Social, the leading IT collaborative media platform in France. Its Chief Editor, Yves Grandmontagne, covered the annual event of November 18th exclusively for CIONET France.
CIONET France EVENTS
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‘In many organisations the CIO is still considered as the ablest decision maker to create value.’
organisation. There is an internal struggle going on about the leadership of Digital Transformation. First, because most of the CIOs want to keep their strategic stand in the digitalisation process and engage their own budgets rather than accepting more Shadow IT. Second, because many departments are candidates to take the lead in Digital Transformation: the Marketing department, of course, but also the Communication department, the Human Resources department, some other departments or even the Chief Financial Officer who has the financial power, which may not be good news…
If the IT Department is not taking the lead in the Digital Transformation process this can have very serious consequences.
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If the IT Department is weak or is not taking the lead enough in the Digital Transformation process, this can have very serious consequences about which most C-Level executives are not conscious. It seems simple, for some departments, to consider that the IT organisation can be out of the loop as they can rely more easily on some Cloud offers and, more generally, on IT services outsourcing. This represents a huge danger for companies. The central position for the CIO is effectively mandatory. Without his skilled supervision, collaboration between the various departments does not work anymore, new silos of data appear, security breaches multiply and the Digital Transformation projects are doomed. This may have dramatic consequences, including the end of the IT Department itself.
The CIO has to embrace the digital transformation! So, how, in these conditions, should the CIO take the control and effectively lead the digital wave? Digital Transformation deeply modifies the value creation process. It also upsets the established business models.
The Digital CIO therefore has a double role to play: - He has to be the advisor on the choices of technologies, platforms, investments, security, …; - He has to be an added value generator. He will have to rely on three pillars that have in common to be well understood by the board and the C-Levels: Strategy, Governance and Value. To be in sync, or even to lead the Digital Transformation of his company, the CIO has to lower his guard a little. He has to quit his secure stand, stop fearing potential failures, create a step-by-step ‘success-oriented culture of failure’ and play the game of disruption. To do this, the CIO has a unique asset as he is still considered in many organisations as the ablest decision maker to create value. But for how long? This article was written by Yves Grandmontagne (IT Social).
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00100111101110001001000100010101000111100010101 0111101 110001110011100010000111000100101010100100010001100100011001100110010001001111011100010010 100010000 10001001010 0100 00100 1000100001 0010 100 00011001 1001 010101010101011110111100001010001000111000111001101000010001100011100111000100001110001001 011 1111 0001 000 0100 111 01110 1101 0 0001 001 100111101110001001000100101010100011110001010101000100111100101010101010111101111000010100 001001000 0010 0010010001 0001 001 1100 1000101010 010100 111100 100010000111000100101010100100010001100010000110010001001111011100010010001001010101000111 00010010 010 0100 1000 000100 011001 01 111100001010001000111000111001101000010001100011100111000100001110001001010101001000100011 001000111000111001101000010001100011100111000 0010001110001110011010000100011000111001110001 0111 01110011010 10001 0001 00111 0111 000100010101000111100010101010001001111001010101010101111011110000101000100011100011100110 000 1000 01010001 1001 101 1010 111 1110 010101001000100011001000110011001100100010011110111000100100010001010100011110001010101000 100011100011100110100001000110001110011100010000111000100101010100100010001100100011001100 001111000101010100010011110010101010101011110111100001010001000111000111001101000010001100 100001010001000111000111001101000010001100011100111000100001110001001010101001000100011001 100101010100011110001010101000100111100101010101010111101111000010100010001110001110011010 010100100010001100100011001100110010001001111011100010010001001 01010100011110001010101000 100011100011100110100001000110001110011100010000111000100101010100100010001100100011001100 001111000101010100010011110010101010101011110111100001010001000111000111001101000010001100 000110010001100110011001000100111101110001001000100010101000111100010101010001001111001010 Today’s world is changing faster than ever before. Companies need to respond to their changing customer and 001101000010001100011100111000100001110001001010101001000100011001000110011001000100111101 competitor landscape through digital transformation. Learning how to use data to predict what their customers want 000100111100101010101010111101111000010100010001110001110011010000100011000111001110001000 tomorrow, and how to protect themselves against the cyber threats of today. Businesses need to be agile. Embrace 100110010001001111011100010010001001010101000111100010101010001001111001010101010101111011 intuition and drive continuous innovation. The future belongs to those who are preparing for tomorrow, today. 100011100111000100 001110001001010101001000100011001000110011001100100010011110111000100100010 010101011110111100001010001000111000111001101000010001100011100111000100001110001001010101001 Discover inspiring stories on our website. 0110011001100100010011110111000100100010001010100011110001010101000100111100101010100 0111 001100011100111000100001110001001010101001000100011001000110011001100100010011110111000100 100101010101010111101111000010100010001110001110011010000100011000111001110001000011100010 TomorrowIsToday.be 001001111011100010010001001010101000111100010101010001001111001010101010101111011110000101 111000100001110001001010101001000100011000100001100100010011110111000100100010010101010001 101111000010100010001110001110011010000100011000111001110001000011100010010101010010001000 010001000101010001111000101010100010011110010101010101011110111100001010001000111000111001 010101010010001000110010001100110011001000100111101110001001000100010101000111100010101010 001000111000111001101000010001100011100111000100001110001001010101001000100011001000110011 100011110001010101000100111100101010101010111101111000010100010001110001110011010000100011 111000010100010001110001110011010000100011000111001110001000011100010010101010010001000110 001001010101000111100010101010001001111001010101010101111011110000101000100011100011100110 CNM19_03.indd 17
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Digital Transformation should be guided and requires a strategy and a specific owner.
Roadmap towards Digital Transformation Digital Transformation, the use of technology to radically improve performance or reach of enterprises, is far from being a myth or a cool buzzword. It is instead a great opportunity for innovation.
The roadmap to Digital Transformation becomes the nexus of the agenda but Digital Transformation does not happen spontaneously. It should be guided and it requires a strategy and a specific owner. In addition, it is also essential to spread the digitals skills throughout the organisation, and to find and attract new talents.
European research
Digital Transformation must be carried out with sustainable budgets.
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One year after the Italian edition, last December NEXTVALUE and CIONET International have proposed a Europe-wide research on the entire community of CIONET’s CIOs. By assessing the level of European enterprises, the goal is to match the two areas digital leaders have to think about when dealing with Digital Transformation: the ‘What’, meaning the digital strategy, and the ‘How’, the strategy implementation within the organisation by using the dimension of People, Processes and Technology. Together, they create
the level of Digital Maturity of single enterprises. A fundamental part of the research is the construction of the Maturity Matrix, in which each organisation of the panel is placed in a precise position on the basis of parameters and algorithms defined in the methodology. Assessing the Digital Maturity of companies represents the core of the research project, thus obtaining a single metric to describe the state of the art of European companies. Participants were asked to rate the current ‘state’ of the Digital Transformation strategy within enterprises. From the results of the survey, some key takeaways to the long and medium term roadmap toward a successful Digital Transformation will be obtained - the ‘What’s next’. NEXTVALUE in collaboration with CIONET International conducted the survey last December on a panel of 507 top European enterprises from
EVENTS CIONET Italy
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From left to right: Nicola Aliperti, Digital IT Lead for Central Southern Europe & Global Capability Manager at Coca-Cola, Cristian Cascetta, Head of Product Innovation at Banzai Media, Sara Colantonio, Semeoticons Project Coordinator at CNR Pisa, Giuseppe Galati, Head of Business Relationship Management & Security at Mediobanca Innovation Services, Gastone Nencini, Country Manager at Trend Micro Italy and Stefano Tomasini, Central Director at INAIL.
10 CIONET member countries. The results of the survey will be published in the INSIGHT report ‘Digital Transformation in Europe. What’s next’ by the end of March 2016.
The Italian Digital event In the meantime CIONET Italy has organised a big digital event in Milan at Fonderia Napoleonica. Over 100 people took part to this digital and exclusive event addressed to the CIOs of the Italian community of CIONET. In this stage, NEXTVALUE presented the first highlights of the European research on Digital Transformation in Europe and invited five top keynote speakers to share their experience on the Digital Transformation journey of their organisations. We would like to take this opportunity to express our gratitude to Nicola Aliperti, Digital IT Lead for Central Southern Europe & Global Capability
Manager at Coca-Cola, Cristian Cascetta, Head of Product Innovation at Banzai Media, Sara Colantonio, Semeoticons Project Coordinator at CNR Pisa, Giuseppe Galati, Head of Business Relationship Management & Security at Mediobanca Innovation Services, Gastone Nencini, Country Manager at Trend Micro Italy and Stefano Tomasini, Central Director at INAIL.
‘It is essential to spread the digitals skills throughout the organisation.’ Business and technology top leaders made the point and experienced the route of their digital strategy, sharing the themes that mark their agenda so deeply. The transformation affects their business vision, the way of working of their 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 of challenges for the CIO, but also at a time of opportunities. And the transformation must be carried out with sustainable budgets, through small victories and with motivated teams and people. Without any doubt the commitment of the first line of management is essential to make the digital transformation of their companies real and successful.
What’s next In Italy, the conversation on the Digital Transformation is going on with the CIONET Italy five events program for 2016 reserved to the Italian community of CIONET. Title of the program is ‘CIO+ in the new Digital Era’.
CIONET Italy EVENTS
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The 2016 CIONET Italy events program on the Digital Transformation
CIO+ in the new Digital Era ‘CIO+ in the new Digital Era’ is the name of the CIONET Italy events program for 2016. It intends to drill down on the Digital Transformation journey of Italian companies. For its sixth year in Italy, CIONET Italy’s Advisory Board and its President Enzo Bertolini are launching a very cool program of events and activities in the country. After an excellent 2015 dedicated to the dialogue between CIOs and CXOs to strengthen their business relationship and to understand what Digital Transformation is going to change, 2016 will be the year of the CIO+ in the new Digital Era. The program is declined in five high level and profiled events dedicated to Security, Digital Leadership, Business Platform and Internet of things. Single format for the five events: a first section called ‘Inspiring’, a second section ‘Experience’ with a round table between top keynote speakers and a third section ‘Q&A’ to share experience between all the attendees. Undoubtedly, the CIO+ ITALIA AWARD 2016 will be one of the best highlights of the program. The award is a fundamental activity instigated in 2010 by CIONET Italy to promote the excellence of the Chief Information Officer of the top Italian companies. The well-known Italian Award is organised by CIONET Italy and dedicated to the Italian CIOs of large and medium organisations in three categories: ‘CIO+ Chief Efficiency Officer’, ‘CIO+ Chief Improvement Officer’, and ‘CIO+ Chief Innovation Officer’. The awards ceremony will take place in Milan on April 21th.
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CIONET Italy 2016 events calendar FEBRUARY 11TH (MILAN)
‘Security in the new Digital Era’. How to ensure that security becomes a corporate practice? APRIL 21ST (MILAN)
‘The best of the new Digital Era’. A special event of networking together with the awards ceremony of the CIO+ ITALIA AWARD 2016. MAY 5TH (ROME)
‘IT Efficiency in the new Digital PA’. How digital technologies help PA to improve efficiency and services for citizens. JUNE 9TH (MILAN)
‘The new Digital Leadership’. Who are the new Digital Leaders? What are the challenges for the leaders in the new Digital Era? SEPTEMBER 22ND (ROME)
‘Skills & cultural shift in the new Digital Era’. Which new skills does PA need in the new Digital Era? OCTOBER 4TH (MILAN)
‘Business Platform in the new Digital Era’. Why the Business Platform will become the new normality? What it is going to change in terms of technologies, processes and people? NOVEMBER 17TH (MILAN)
‘IoT in the new Digital Era’. IoT, yes or no and what for?
EVENTS CIONET Italy
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AVAILABILITY FOR THE ALWAYS-ON ENTERPRISE CIONET Luxembourg EVENTS
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What is the new role of the CIO in achieving business success?
Digital Leaders’ way to success During the first CIONET Poland Annual Conference ‘What’s Next?’, over 100 community members discussed, among other issues, the new role of the CIO in business and the community’s very successful first year of activity. CIONET is based on confidence and the willingness to act of its stakeholders who devote their time to the CIO community in spite of having many other responsibilities. CIONET’s activity consists of meetings, networking and sharing experiences. Dave Snowden, keynote speaker, spoke about managing agile organisations. He believes that all ways to success are different, but those which lead to failure are the same. Just like in the natural world, the companies in the free market tend to reach monopoly – the biggest predator dominates the market until he stops being competitive. In order to maintain a strong position, it is essential to carry out a fundamental change in a right time.
without taking too much risk. The CIO should help find a tool for building a relationship with a customer. This opinion was shared by Sławomir Sikora (Citi Handlowy) – according to him the importance of the infrastructure experts diminishes relatively in comparison to the importance of experts on the cooperation with customers. It is necessary to employ
talented people who understand new trends. In his opinion technology is more important than regulations for the future of banks. Regulations may lower the rate of return, whereas the technology may eliminate a bank from the market.
Key role According to Maciej Maciejowski, the modern CIO in television becomes an innovator who perceives new solutions in the world and knows how to adapt and implement them. He has a key role, among others, in shortening the time of introducing new products to the market. This article is based on the first CIONET Poland Annual Conference ‘What’s Next?’
Leading companies A significant voice at the conference was for the presidents of leading Polish companies. Andrzej Klesyk (PZU) wondered how to monetise good technological ideas
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EVENTS CIONET Poland
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Poland’s Digital Leaders have prepared inspiring topics for the 2016 meetings.
The 2016 CIONET Poland agenda Within several months of intense activity, CIONET Poland has acquired 350 members and keeps growing rapidly. The CIONET Poland community creates space for networking and dialogue. The members expand the circle of their business contacts, exchange their experiences, and provide mutual inspiration and support. The events and internet platform are accessible exclusively for members. The formula of the meetings is very dynamic, with concise, essential presentations. Discussions and networking in an informal atmosphere are very important. At the CIONET Poland meetings there is no place for product and marketing presentations. CIONET Poland observes and comments on the leading technological trends, and knows which subjects are interesting for its participants. That is why the members of the CIONET community were actively involved in choosing topics for the 2016 meetings. The community is going to focus on a business approach to IT and on talent and career management. It will look for inspiration in Polish and European start-ups. As usually, CIONET Poland follows the leading trends in the area of IT and discusses security, IoT and mobility. Adopting the digital leaders’ point of view, it presents case studies and invites exceptional speakers. CIONET Poland’s concern is to provide a very high professional level of the meetings.
CIONET Poland 2016 events calendar MARCH 10TH
‘CIO’s Next Job’. Will you - three years from now - be doing the same thing as today? Get to know different scenarios for the CIO’s career path. APRIL 14TH
‘Innovation. What You Can Learn from Start-ups?’. Find inspiration during interactive sessions with 10 Polish and European start-ups. JUNE 9TH
‘Emerging Technologies’. Experts will present major IT trends in a dynamic and passionate way. JUNE 27TH - 28TH (AMSTERDAM)
CIO CITY ’16, ‘Achieving digital leadership’. Global CIONET conference with the participation of internationally renowned speakers. SEPTEMBER 15TH
‘(Cyber) Security’. A fantastic opportunity to talk openly about real security challenges and to establish cooperation with other companies. OCTOBER 27TH
CIONET Poland Annual Conference ‘What’s Next?’. Over 10 inspiring speeches and a broad range of topics that are interesting for every CIO. A must-be event of 2016! NOVEMBER 24TH
It is going to be another very interesting year for the CIONET Poland community.
‘Talent Management’. Share your experiences on how to acquire right people and motivate teams.
CIONET Poland EVENTS
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Pit stop for the Brain: The World’s greatest Tech Fest welcomes CIONET
Today’s Tech CEOs and Unicorns of tomorrow
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EVENTS CIONET Netherlands
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In just 5 years’ time, Web Summit made it to the top as the one of best and hottest tech events in the world.
What started in Dublin as a gathering of start-ups and VCs (venture capital funds) attracted over 40,000 attendees from around the globe in 2015. This latest edition attracted 2,000 start-ups, 1,500 VCs, close to 1,000 speakers and 28 CIONET members. Bloomberg called it ‘the Davos for Geeks’ but the audience, keynote speakers and overall vibes of the 2015 edition made the Web Summit a true technology entrepreneurship extravaganza. The three days of the Web Summit were spread over 21 different summits and stages covering technological innovations on Content, Design, Music, Health, Money, Sport, Data, Marketing and Enterprise. The Enterprise Summit program brings together large and small companies from around the world to meet and learn how entrepreneurship is evolving to meet the needs of a digital generation and modern business. In 2014 CIONET attended with a group of 15 and it demonstrated that it was a perfect place for CIOs and Digital Leaders to tap into the latest innovations, insights from thought leaders and meeting exciting start-ups. For the 2015 edition the Web Summit organisation invited CIONET to cooperate in the exclusive sessions of the Enterprise Summit program that included participation in executive
round tables, one-to-one coaching sessions with start-ups and night-time networking with an exclusive group of Enterprise Summit attendees in downtown Dublin. In close cooperation with Enterprise Ireland and CoolExperience, CIONET set up an official mission with a group of 28 CIOs, Digital Officers, and Marketing and Technology Business Leaders. Partners SAS Institute, KPN, RES Software and Google contributed to a program full of interesting and insightful meetings and facilitated networking in addition to the Web Summit program. In just over two business days it offered a unique tour through the latest innovations from Silicon Valley and it allowed the group to breath and live technology based on entrepreneurship.
‘The Davos for Geeks’ Key takeaways CIONET collected the feedback and key takeaways from some of the participants: Edwin Peters, Marketing Director at SAS Institute: “After two days I have missed more keynotes than I was able to participate in. On the other hand, the night-time networking dinners therefore showed to be great gatherings to learn from experiences from others in the group. Here are a few
examples of surprisingly refreshing presentations. In her keynote Mary Aiken talked about ‘the motive of cybercrime being that cybercriminals have the Freudian drive to penetrate’. Another example is ‘The trifecta of data, smart agents and augmented reality’ by Alistair Croll. This presentation was a machinegun slideshow but with great fun and stories of all types of data that is being stored. My key takeaway is that the world around us is so much bigger than the one we tend to keep our business in. An action topic is to baldly go where no one has gone before… I also met a very interesting Dutch start-up called Pacmed. The Web Summit is a great event!” Peter van den Heuvel, Head of ICT & Facilities at De Brauw Blackstone Westbroek: “I noticed engaged roundtable meetings at breakfast and an overwhelming amount of start-ups that radiate energy and innovation. There were so many keynotes to choose from with board members from Google, Dell and Ford. All pitches were given at a high pace and during brief brain-teasing sessions. There were pitches from start-ups which all want to raise capital. I really enjoyed the CIO coaching sessions we participated in. The breakfast meeting at Google Europe’s headquarters was an inspiring behind-the-scenes event. It was a summit worth visiting!”
CIONET Netherlands EVENTS
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The latest edition of the Web Summit attracted 2,000 startups, 1,500 VCs, close to 1,000 speakers and 28 CIONET members. Frank Vogt, Board Advisor and Executive at Stilt Media, former COO of Wegener Media: “I was impressed to hear about the next wave of social robots and that it won’t’ take much longer before they are here. I did pre-ordered mine already…” (© De Persgroep Nederland)
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Jan Gudde, CIO at the Dutch Ministry of the Interior and Kingdom Relations: “When we arrived, Johan de Wit advised me to keep in mind at least two or three inspiring ideas or companies. And when I look back to the Web Summit, I easily succeeded. These were two great and very inspiring days, greatly supported by Johan and Jeroen. I’ll be back!”
vibe from Dublin there. Kudos to the CIONET team Marita, Johan and Jeroen for the well organised trip.”
Paul Barreveld, Market Advisor Benelux at Enterprise Ireland: “In my second year at the Web Summit I had a similar great experience. The enormous amount of start-ups who are battling to be noticed and the attendees made Dublin another unique experience. The CIOs, the Irish IT companies and the matchmaking sessions Enterprise Ireland facilitated were some of my personal highs those days. Thanks to all participants who shared ideas and opened up networks.”
Jan-Willem Kuijpers, IT Director at RES Software: “Web Summit is a great event where you can meet interesting people and see a lot of new technologies in various vertical markets. There is a lot of energy coming from the start-ups and young people. At the same time, industry leaders have sessions where they share their vision and experience. I can recommend this event to every IT professional”
Mirko Mensink, Chief Marketing & Digital Officer at Keesing Group: “Let me start with a big thank you to CIONET for introducing me to the Web Summit , a conference I had never heard of before. It was a great experience, because Web Summit offers a unique mix of top notch speakers, a very broad program of topics spread over 21 different summits, and a lot of innovation from start-ups. The travel party was not only fun but also lead to some interesting new business relationships. I am planning to be back at Web Summit 2016 in Lisbon. It will be a challenge to keep the vibrant
Koen Vandaele, CIO of Mediahuis: “What a great event this has been! And being the only Belgian CIO amongst an all Dutch audience, I’ve got some interesting new insights as well.”
Frank Vogt, Board Advisor and Executive at Stilt Media, former COO of Wegener Media: “One of my highlights were the Adyen case by Pieter van den Does, a great success story on how to build a successful digital company with some good old Dutch sobriety and no-nonsense. Cynthia Breazeal (MIT/ Jibo) talked in a very logical way about the next wave of social robots and that it won’t’ take much longer before they are here. I did pre-ordered mine already… Finally, I was impressed to hear about the 5 to 10 year technology strategy of Facebook as explained in the keynote by Mike Schroepfer.”
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Three key learnings from CIONET’s 2016 local events program
Top CIO concerns
The topics of the local conferences of CIONET’s national organisations result from thorough discussions between the local Advisory Boards and members. The topics they have chosen this year can be seen as a finger on the pulse of the major themes on the CIO’s agenda.
What are the key learnings from the topics the CIONET members have chosen this year? The three top CIO concerns are Two-speed IT, Digital Transformation and the usual suspects (Cyber)Security and IoT/Big Data.
Two-speed IT New themes that appear in a majority of countries this year are Two-speed IT and managing the complexity of today’s IT environment. The big success of the Dutch conference on Two-speed IT last January is certainly an additional indication of how vital this challenge has become for CIOs.
Digital Transformation
2016 CIONET event topics Number of events
15 7 7 6 6
Digital transformation/Innovation Big Data/IoT (Cyber) Security Two-speed IT/IT complexity/IT Management Talent & IT leadership
Another major item is about how to deal with Digital Transformation and reap the benefit of innovation potential. This topic reappears in different forms throughout the year. On June 27-28th in Amsterdam, CIONET’s top international conference CIO CITY will be totally dedicated to this issue.
Security and IoT/Big Data Finally, the usual suspects (Cyber) Security and IoT/Big Data are still major items on the CIO’s agenda, whereas Cloud has somewhat disappeared as a major issue in comparison to last year.
CIONET International EVENTS
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CIONET Spain launches DreamIT, an NGO that supports solidarity work.
DreamIT, dreams that change the world DreamIT Foundation is an NGO specialised in donating technological equipment and talent to NGOs that require this in order to fulfill their solidarity work. The initiative of CIONET Spain rises from a dream and a handful of best intentions in order to create an organisation that claims to help the ones that help. The official launch of the NGO took place during CIONET Spain’s annual event 2015, which was held in October in Madrid. The event centered around the role of the CIO in the future and his position in a changing technological environment and also focused on the importance of solidarity in the future. Mona Biegstraaten explained that DreamIT projects focus on NGOs and institutions on a small
scale and in a direct way. “At CIONET Spain we look for donations of hardware and software, voluntary people and wonderful projects to connect with”, said Biegstraaten. The look towards the future from a solidarity perspective was embraced by priest Father Angel of the NGO ‘Mensajeros de la paz’, who after an inspiring speech donated a white
pigeon representing peace and solidarity as a sign of support for the future projects of DreamIT.
‘CIONET Spain is looking for donations of hardware and software, voluntary people and wonderful projects to connect with.’ The Projects In a period of just three months, DreamIT has already two projects running. One involves the solidarity gift of Telefonica, which donated hardware, and Microsoft, which donated software to Mensajeros de la Paz in order to create a computing school dedicated to defenseless people. The second project involves Weber Shandwick, which donated 44 computers that, with the help of Microsoft software, are going to be donated to a public high school in a disadvantaged area in Madrid, in order help the children and teenagers in risk of social exclusion.
Mona Biegstraaten, President of CIONET Spain and LATAM (l.) and Father Angel of the NGO ‘Mensajeros de la paz’ (r.)
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EVENTS CIONET Spain
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CIONET welcomes four new national Advisory Boards in Latin America.
The Latam North expansion CIONET Latam North continues its expansion. Following the successful launch of CIONET Colombia, recently four new national Advisory Boards were established in Peru, Venezuela, Central America and Caribbean, and Ecuador. Currently, CIONET already counts 121 members in Peru, 90 in Venezuela, 101 in Central America and Caribbean, and 103 in Ecuador. Recently the Advisory Boards for each of these four areas were established and presented.
Central America and Carribbean 101 MEMBERS
Colombia
Venezuela
300 MEMBERS
90 MEMBERS
Ecuador 103 MEMBERS
Peru 121 MEMBERS
CIONET Colombia EVENTS
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Advisory Board CIONET Peru President: Jorge Longa, CIO of Banco Fallabella Vice President: Rafael Estrada, CIO of Antamina Members: Joao Ferro, CIO of Grupo Romero; Roberto Tirado, CIO at Contilatin; Luis Malpartida Benavides, IT Manager at Grupo Gloria;Fernando Iriarte, CIO of Consorcio Nessa; Carlos Espinoza Alegría, Management Coordinator at Presidencia del Consejo de Ministros; Jhonatan Gamarra, IT Manager at Aqualogy; Sandro Purizaga Saldarriaga, CIO of Repsol; Wilfred Gutierrez, CIO at Minsur; Jaime Castillo, CIO at Graña y Montero; Flavio Arcaya, CIO at Peruana de Combustibles
Advisory Board CIONET Venezuela President: Maria Isabel lopez Salgado, CIO of DirecTV Vice President: Manuel Pereira, CIO and Vice President of Farmatodo Members: Felipe Díaz, CIO at Zurich Insurance; Carlos Noguera M., CIO at Venevision; Rafael González Mogollón, CIO at Aonk Risk Services; Luz B. Herrera Núñez, IT Planning Manager at Farmatodo; Leonardo Macero, Vice President Technology at DelSur Banco
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Universal; Felipe Avinzano, CIO of Petroquímica de Venezuela; Jesus Alvarez, IT Manager at Avon Products Venezuela; Cesar Alejandro Perez, CIO of Satelca; Eduardo Guillezeau, IT Manager at Pacific Rim Energy; Evelio Hernandez Avila, Former Banesco; Peter Cernik - Country Manager/ Director/Head IT & Marketing consultant at IDG Venezuela/Computerworld/ Lourtec, Country Manager of CIONET Venezuela; Mariam Aireza, CIO ay Plumrose;Manuel Alejandro Hernandez, CIO at Zoom International Services
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Advisory Board CIONET Central America and Caribbean
Advisory Board CIONET Ecuador President: Giovanni Roldan, Consulting Members: Juan Carlos Solines, Digital Leader; Alonso Albán, Vice President Digital Business at Telefónica; Peter Rosenthal,CIO at Corporación el Rosado; Ruben Recalde Bolaños, IT Director at Pronaca; Eduaro Saenz, CIO at Pfizer; Ivan Argudo, Manager Strategy and Technology Planning at Diners Club; Ricardo Orrantia, CIO of Consorcio Nobis; Javier Zalamea, Director of Strategic Management at Celec EP; Clara Denyer, CIO at Banco del Pichincha; Vicky Ycaza de Montero, CIO at Delcorp S.A; Miguel Angel Sotomayor, CIO at Promesa S.A; Clemente Calderon, CIO at La Fabril; Luis Villarroel, CIO at Yanbal; Juan Luis Reca, CIO at Banco de Guayaquil; Leonardo Cornejo, CIO at PetroAmazonas; Fernando Peñafiel, CIO at Seguros Equinoccial; Maria Isabel Quiroz, Manager of Innovation and Technological Development at Equivida; Ricardo Orrantia, CIO of Consorcio Nobis; Alejandro Subia,CIO at Consejo de la Judicatura; Miguel Coeto, CIO of ARCA Ecuador
President: Miguel Gascon, CIO of Global Bank Vice President: Dany Yaker, CIO of CrediCorp Bank Panamá Members: Manuel Simó, IT Manager at Avon República Dominicana; Luis A. Reynoza S., IT Manager at Bayer Nicaragua; Francisco Herrera Hernandez, CIO at Scotiabank Costa Rica; Allan Jinesta, Vice President and CIO of Grupo Monge Costa Rica; Sergio Perezalonso, IT Manager at El Real Panamá; Maribel Pico Piereschi, CIO at Departamento de Educación de Puerto Rico; Gilbert Camacho, President of Sutel Costa Rica; Tjarko Dallenga, CIO of Grupo Rey Panamá; Juan Carlos Inestroza CIO of Banco Popular Honduras; Víctor Manuel Sagastume López,
CIO at Cervecería Centro Americana S.A; Ryan Corominas, CIO at Multiquímica República Dominicana; Federico Nieto González, CIO at Bicsa Panamá; Juan H. Stagg, CIO at El Machetazo; Fabio Peña, Vice President Technology OF Grupo Wissa. Juan Carlos Uribe, Comercial Director at Knowledge Group Panamá; Gabriel Reyes, National Director of IT Governance National Authority for Government Innovation; Eduardo Castro, Head of Process Improvement in Millicom; Hector Antonio Martinez Rodriguez, CIO of Multibank Panamà; Marcial Retana, CIO at Nestle; Michael Hernández, Head of Information Technology at Panama Ports Company; Nathalie Young, Vice President Ops & Technology at Banvivienda
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How to work together with start-ups to enhance innovation?
Learn from the best Which evolutions are there in the start-up scene and how can traditional businesses benefit from the start-ups’ innovations? To know the answers, just meet them. That is why, last December, CIONET Belgium held its first forum on business innovation. The theme of the day was ‘How to work together with start-ups’. In the first part of this event there were speed-dating sessions with some of Belgium’s most promising technology start-ups in the fields of IoT, Augmented Reality, Artificial Intelligence, Recruiting, Cloud gamification, App Analytics, etc. After the speed dating sessions, participants benefited from the insights
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of two successful Venture Capitalists: Wim De Waele, CEO of Eggsplore, former CEO of iMinds; and Frank Maene, Managing Partner at Volta Ventures and Hummingbird Ventures. They explained which evolutions they see in the start-up scene and how traditional businesses can benefit from the groundbreaking work of start-ups. Finally, Filip Michiels, CIO of TUI Benelux, showed how innovation through working with start-ups has turned his company from a travel broker into a leading experience provider
in the travel industry.
Testimonials Some of the participating start-ups gave their opinion on this speed dating event… Psychometra is a psychometric tests publisher helping companies to objectively identify talents with online assessments. Florent Dubois, Founder and CEO: “The speed dating formula was a great way to meet a lot of people within a small time frame. Being able to present our company to different groups was also a very good training, as the pitch was evolving between groups, depending on the reactions of the participants. Following this event, we are currently in touch with a participating
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Frank Maene, Managing Partner at Volta Ventures and Hummingbird Ventures
company to discuss a possible future partnership.” Graphics Detective does reverse image search. They scan collections of images for photographers, press agencies and companies, and show where on the internet they are being used. In case of illegal use, they determine - in consultation with the customer - which actions will be taken: regularisation or removal. Gunter Luyckx, CEO: “The speed dating formula allowed us to quickly present our offering to a variety of companies.” Waylay is an ISV founded by a team with a track record of building successful B2B software products. The Waylay award-winning software solution offers an IoT service orchestration platform that combines data across IoT verticals and provides a richer integration between IoT solutions, enterprise IT systems and cloud services. Piet Vandaele, CEO and Founder: “This CIONET event was a success for us, enabling us to establish some good first contacts.” Sentiance unlocks contextual mobile experiences by mining sensor data on smartphones, wearables and connected devices. By filtering meaningful commercial data, it provides Ambient Intelligence which is automated through a proprietary sensor fusion platform. The platform
empowers companies to build behavioral profiles and enrich them with personalised, predictive and contextaware services. Frank Verbist, CTO: “The speed dating was fun and interesting. We’ve already offered a project proposal to at least one contact.“ The Cloudalize cloud platform rolls out high-performance GPUenhanced virtual workstations. Heavy graphics users can now work anywhere on any device by connecting to their virtual online workstation. The performance increases on the platform level (rendering, synchronising data, collaboration, etc.). This whitelabel platform can be used by software vendors, service providers and telcos to also offer such end products to their customers. Daan Moreels, CMO and Co-Founder: “At this event, we had to keep our pitch short and powerful, fine-tuning and adapting it to the attendees.” Intuo is a user-friendly learning platform that closes the gap between learning and doing. It focuses on discovering how much each dealer, salesperson or client knows about a product or service, on identifying potential obstacles and on offering solutions to take action accordingly. Tim Clauwaert, Founder: “The speed dating formula enabled us to considerably adjust our pitch and story in a short period of time, because we had to present it several times within the hour.”
Salesflare, an artificially intelligent sales assistant, capitalises on the data that is already available in email, phone, calendar, contacts, social, etc. to automate sales administration. It then adds artificial intelligence to help sales teams sell more, from contact to contract. Co-Founders Jeroen Corthout and Lieven Janssen: “The speed dating formula enabled us to meet many decision makers in a short time. This event was a good networking moment.” UXprobe is a next generation analytics SaaS that enables enterprises to make successful apps and deliver a great user experience. The service gives them genuine insights in how users use their app and helps them to understand why they do it that way. This way, the app producer can continuously learn and make proactive improvements to the app. Paul Davies, Co-Founder/Engineering, and Jan Moons, Co-Founder/Product Management: “The event has brought us some quality contacts and we really enjoyed the face-to-face interactivity and the energy of the event. As a result, we’ve already had a number of very promising meetings with interested parties.” This article is based on the CIONET Belgium event ‘Business innovation. Learn from the best’, which was held last December at Living Tomorrow, Vilvoorde.
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CIOs realise their ambitions and maximise business value with CIONET Peer Groups.
CIONET Peer Group Program
The CIONET Peer Group Program focuses on reaching the individual and professional goals of CIOs. The program brings together IT Executives in periodic meetings to discuss their key challenges and to learn from each other and from industry experts. This unique approach enables the CIOs to realise their ambitions and create more value for their organisations. The Peer Group Program is committed to personal and business growth, stretching the CIOs’ learning and comfort zones, yet maintaining confidentiality at all times. The program is goal-driven. Peer Group members can optionally subscribe to the CIONET Personal Mentoring service.
Peer Group Meetings
‘The CIONET Peer Group Program is goal-driven.’
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The Peer Group Program consist of a one-to-one Induction Session followed by six Group Meetings throughout the year. The 90 minutes Induction Session is set up to understand each
participating CIO and his/her business - and how the program will bring tangible results for the CIO, his/her IT organisation and his/her company. The six Periodic Peer Group Meetings provide for a workgroup session, and, occasionally, speakers and business cases. These meetings take half a day. In each meeting, a running list of topics is decided by the group and three to four top topics are selected for the day. The objective is to learn, challenge, support, solve problems, deal with opportunities, improve areas of business and leadership, …
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CIONET Programs The CIONET Peer Group Program is part of the overall CIONET Mentoring Program.
Community Mentoring Learning Insights
Examples of discussed topics at a strategic level are: - How to create a vision for your team; - How to motivate your staff; - How to recruit the right people; - Changing business culture; - Creativity and innovation; - IT Trends and forecasts; - Creating growth strategies; - Maximising business value. Examples of discussed topics at a tactical level are: - My largest client is dissatisfied; - We have acquired a new business we need to integrate; - I have been commanded to outsource my department; - I am struggling with a 20% budget cut.
Personal Mentoring Participants of the Periodic Peer Group Meetings can optionally subscribe to the Personal Mentoring service, which provides 90 minutes individual one-to-one mentoring sessions following a proven methodology. In these sessions, the CIO acquires
personal insights to solve critical business or professional challenges and understand how to make use of new opportunities. The personal mentoring sessions are managed by a CIONET mentor - an experienced (former) CIO or executive who has been in the CIO’s shoes and can relate to his/her challenges. CIONET - using industry experts - qualifies and trains the mentors in proven methods and tools. Subscribers can count on a 24/7 availability of their personal mentor.
Value for the CIO The CIONET Peer Group Program maximises value with a strong focus on reaching the personal and professional goals of CIOs. It helps them to solve problems and find new ways to achieve their ambitions. The CIO can rely on the extended knowledge and experience of his/her colleagues and learn from them. Making use of this unique concept results in higher added value for the CIO and his/her department, and in higher business value for his/her organisation.
Discovery Meetings In 2015 and 2016, CIONET Belgium has successfully organised four Discovery Meetings where interested CIOs have had the chance to learn more about the unique formula and the numerous benefits of the CIONET Peer Group Program. Similar Discovery Meetings are coming up soon in the Netherlands, France and Luxembourg. The first subscribers will be given the unique opportunity to collaborate on the further development of the CIONET Peer Group Program concept.
Interested? If you are interested in the CIONET Peer Group Program or want to attend one of the Discovery Meetings, please contact Patrick Arlequeeuw, Strategy Director of CIONET International: patrick.arlequeeuw@cionet.com +32 478 803 292
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Customer-centric innovation has an uncertain outcome but you have to try.
What’s next 2016 Innovation is a process with an uncertain outcome. Trial and error is sometimes the only way forward. So, you have to get out of your comfort zone. At the latest CIONET Belgium Annual Event, Omar Mohout, Professor of Entrepreneurship at Antwerp Management School, Member of the Board at Startups.be, and Senior Advisor at Sirris, gave some insights into the evolution of the start-up ecosystem in Belgium. “While in Silicon Valley only one third of start-ups are active in B2B markets, in Belgium 69% of start-ups are. There also are regional differences. In Flanders, which represents 63% of the economy, only 54% of the Belgian start-ups are located. Brussels has 27% and Wallonia 20% of the Belgian startups. The top 5 industries for Belgian start-ups are HealthTech, AdTech, Manufacturing, FinTech and HRTech. Furthermore, venture capital has risen from 100 million euros in 2014 to 232 million euros in 2015.”
Professor Omar Mohout, Antwerp Management School, Startups.be, Sirris Marc Lambotte, CEO of Agoria
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“One may think that technology destroys jobs, but reality is that over the long term IT and technology create jobs”, stated Marc Lambotte, CEO of Agoria. “It is true that today some people have a job that will no longer be needed in the future. But people who are flexible, prepared to step into
a program of life-long learning, willing to focus on the future rather than get stuck in the past, will always be able to adjust to new challenges. Our careers are no longer single threaded but have become a succession of different activities requiring different technological skills. With the right attitude, technology in the end plays a positive role.”
Changing leadership style According to Peter Bal, CIO of Wabco, in this digital age, leadership is essentially about three things: anticipation; creating clarity about what you want to achieve and how to get there; and eliminating limiting beliefs that prevent you from getting results. “In these digital times things are evolving much faster than before and the environment is becoming more complex. There have never been better times for IT people but you have to change your leadership style and get out of your comfort zone.” Paul Iske, Professor Open Innovation and Business Venturing at Maastricht University, Founder and President
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Peter Bal, CIO of Wabco Professor Paul Iske, Maastricht University, Institute of Brilliant Failures, International Institute of Serious Optimism
of the Institute of Brilliant Failures, Founder and Chairman Netherlands of the International Institute of Serious Optimism, explained what we can learn from ‘brilliant failures’. “Most often we work in a complex environment where we overlook side effects, don’t know long-term consequences, and don’t understand all interdependencies. Innovation is a process with an uncertain outcome. Trial and error is sometimes the only way forward. Meanwhile, we can use the power of serendipity.” He proposed to set up a Brilliant Failure Award for the ICT world to celebrate those who had the guts to try complex projects, whether they succeeded or not, and those who are willing to share their lessons learned.
Customer centricity Wim De Waele, CEO of Eggsplore, explained that in the next few years, digital technology will seriously disrupt the financial services industry. “Today, banks and financial institutions are under threat, being attacked by both David - the Fintech start-ups - and Goliath - big companies such
as Google, Amazon, Facebook, etc., which also started to offer financial solutions. What David and Goliath have in common is their customercentric, extremely digital approach, with trial-and error development, intuitive apps and an open api structure. Above all they stand for ‘real time’ and ‘data driven’. The next generation banking is about entering the digital ecosystem economy with a customer-centric business model. Such ecosystem is a product platform defined by core components made by the platform owner, and complemented by applications made by peripheral companies.” Birgitta Brys, COO of Worldline Benelux, also focused on customer centricity in the rapidly evolving payment sector. “Customer experience isn’t always top of mind among IT managers, but it is the key for innovation and change. Customer centricity can only be obtained when you’re obsessed by your customer at all levels of the organisation. At the same time you have to cherish your IT practices because this will ensure operational
Wim De Waele, CEO of Eggsplore Birgitta Brys, COO of Worldline Benelux
Best Speaker Award At the Annual Event the CIONET Belgium Best Speaker Award of 2015 was attributed to Peter Billiau, CIO of EDF Luminus. Peter gave a great speech at CIONET’s conference about the ‘Business impact of the CIO’. Congratulations to Peter, as well as to the runners-up Veerle Lozie, CIO of Melexis, and Tom Willems, Head of Agile Programs at ING Belgium.
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excellence, which - for your clients simply is the Olympic minimum.
Disruptive trends Herman van Bolhuis, Founder of CIONET Netherlands, but also involved in nowadays disruptive trends, gave new insights into the next phase of Internet. “Where we the first phase was focused on media, information and search, and the second phase on social and interaction, the next phase is about ‘BITS in ATOMS’. There are a number of drivers that push the further digitisation of our physical environment. This simply means larger social and economic changes in the next decade than we have witnessed over the past 20 years.” Herman elaborated on 3D Printing as a major trend in digital manufacturing. “It will lead us to new and unknown territories with new designs, new value chains, new materials and new business models.” The use of drones will also disrupt many industries. Mark Vanlook is President of EUKA (European UAV Drones Knowledge Area). This nonprofit group represents ‘The Internet of Flying Things’ - drones in short. The main objective is to accelerate an industry based on UAVs (Unmanned Aerial Vehicles), drones or autonomous robotics. This requires good legislation, safe drone traffic and social acceptance. “Drones can be used in many industries and the drone market is expected to triple by 2017. The drone industry has the potential to create thousands of new high-paying jobs requiring technical skills”, he stressed. On May 10, Euka organises the European Drone Convention 2016 in C-Mine, Genk (Belgium). www. droneconvention.eu. From top to bottom: Herman Van Bolhuis, Founder of Assembl3D, Mark Vanlook, President of EUKA, Prof. Dr. Patrick Van Eecke, Universiteit Antwerpen, DLA Piper, Ludo Vandervelden, CEO of Elicio
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Legal implications Prof. Dr. Patrick Van Eecke, Partner at DLA Piper, Professor at Universiteit Antwerpen, pointed to the legal
implications and challenges of Big Data. “All too often, in huge Big Data projects, people forget to take into account the legal aspects. Therefore, we need to build a legal framework for data analytics built around a number of legal hotspots: Personal data protection, e-Privacy, Sector legislation, Anti-discrimination, Ethical issues, Competition, Cloud, Cybersecurity and Data ownership. For each of these hotspots, a number of questions need to be answered. With regard to Data ownership, for example, one may ask who is the data subject, who the data collector and who the partner, who owns the source data and who the aggregated data. And once we have finished the legal checklist, there are still the ethical issues. There is a need for a trusted relationship with the data subject and many sectors become self-regulating about data security and privacy protection issues.”
ICT energy, an opportunity At the Annual Event, Ludo Vandervelden, CEO of Elicio, explained that energy is an important part of operational ICT expenses. Around 30% of total ICT cost is related to energy cost. 38% of that energy cost relates to effective energy consumption, which can be controlled. A first opportunity to control this consumption is to buy energy at the right moment - when the price is low - and store it with batteries. This can create savings of up to 40%. Another opportunity is investing in renewable energy installations - photovoltaic energy, windmills, etc. A renewable energy project can result in an IRR (internal rate of return) above 8%. Moreover, it contributes to a better world. This article is based on the CIONET Belgium Annual Event ‘What’s Next 2016’, which was held last December at Living Tomorrow, Vilvoorde.
THE NEXT CIO CIONET Belgium
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Is a telecom company’s IT a department or a service?
Running IT as a Business In the telecommunications industry, business and technology are clearly interconnected. Should the IT in a telecom company be seen as a department or as a support for the main business activity? Dynamic development of IT is indispensable for our business. Digitalisation has become an indicator of the pace of development and the level of competitiveness. The applications which we create and which are used by our sales and marketing departments, must respond to business needs. However, business and IT are sometimes two worlds apart. The efficiency of the whole business model depends on properly defined processes. It is necessary to establish simple and natural relations with a client, which should be reflected in IT tools. We build various solutions which may be useful for our clients.
Bimodal IT We observe a huge global trend towards building bimodal IT, which involves, among other things, Application Programming Interface (API) solutions in building architecture. We intend to create a friendly environment to be offered to clients. It is another element of synergy, a natural evolution of the IT model, from a hard, silo type to a bimodal IT,
which cooperates with business to create agile solutions, adjusted to a fast pace of change. This is what clients expect from a solution provider. We collaborate with start-ups - giving independent operators a chance to build API solutions. They make use of the solutions created by our other clients on a shared basis.
Security generates value Our investments into security are a value in themselves - attractive for clients - and can be treated as both a product and a service. We have a Security Operations Center, which provides services within our company in various countries, but we also offer services for external B2B clients and a Cyber Shield (Cyber Tarcza) for individual clients. Investing in security used to be considered as a necessity, nowadays it is an element of competitive advantage.
used to indicate the direction of development and build solutions for the market, for themselves and for clients. Currently, we have lost our dominant position to our providers, who develop technologies and offer us software and hardware solutions. There has emerged a whole sector of OTT (over the top) companies, whose only activity is to build applications for the virtual solutions market. Our clients, who build and publish their applications, join this market. Our R&D is not able to compete with such an open market, but we must use the effect of synergy and create a friendly environment for the functioning of applications. This article was written by Piotr Muszyński, Vice President at Orange Polska, and the new CIONET Poland Advisory Board President.
Innovation The role of innovation and R&D has considerably changed in the telecommunications sector. Telecoms
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IT is the connecting link driving the corporate digital strategy and innovation.
IT, the organisation’s motherboard Speaking in technology terms, IT today should be seen and understood as the motherboard of every organisation. Almost each part of an organisation - each process or service - needs this motherboard as important tool to operate, limited only by the available information technology applied in the organisation. Jens Schulze, Head of Information Technology - CIO (IT & Medical Technology) at Klinikum Leverkusen Service GmbH: “Along with understanding new tech challenges, the CIO needs to drive constant change and adaptation of the IT function, to make it a strategic asset.”
The CIO and his/her IT department plays the important role of the strategic connecting link between all operational parts, providing optimised and future-oriented IT solutions to the organisation within the context of increasing digitisation. However, providing today’s state-of-the-art IT solutions is by no means enough to be recognised as a digital leader. The CIO and the IT department need to be on top of future, so that they can become a strategic and competitive benefit for the organisation.
More than technology experts Along with understanding new tech challenges such as Cloud, Mobile Computing, Social Media Solutions, Big Data and Analytics, Connectivity, and the Internet of Things, the CIO needs to drive constant change and adaptation of the IT function, to make it a strategic asset. This requires that
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IT - and its leader - becomes a proactive influencer of the business transformation strategy. The CIO must be recognised as a ‘on par’ partner sitting in the digital driver’s seat. To do so, the current structure of the IT organisation has to be challenged both by the CIO and the C-Suite. They have to review jointly, whether today’s IT function has the ability and skills to cope with the many challenges of the digital transformation or whether the IT organisation needs to be restructured to become a driver of digital change. To maximise the impact, this re-evaluation should be done in conjunction with an objective assessment of the overall organisational digital maturity and change agility level. The realignment and/or possible repositioning of the IT department needs to happen independently of the digital transformation efforts of the
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To create room for a new focus, outsourcing of data center activities should be considered.
organisation. Because technological progress is happening so fast today, the required know-how is often difficult to maintain with existing resources. The shortening technology change cycles are a major cause of disruption for the IT department. This also causes a growing talent and resources gap within IT, which frustrates the business units. The result is shadow IT because business units are fed up with waiting for IT and hence implement scalable services from external service providers which best suit their short-term goals. The result of this is not only a strained relationship between IT and the business entities, but leads to socalled ‘spaghetti IT’
Driver of change How can IT become the effective driver of change? Focus is the answer. Focus on process management, workflow support, project management, maintenance of core applications and provision of coordination services between the various business units and their external service providers. Focus on the integration and management of cloud services and shadow-IT solutions, and a XaaS attitude. To create room for this new focus, outsourcing of data center activities (networks, servers, storage, OpsSys and database management, etc.) should be considered. Give up commodity services, which can be delivered by specialised external service providers at equally
high service levels as the internal IT services, but probably at a better price/ service ratio. This change enables IT to act as the conductor of the IT infrastructure, coordinating and driving the operationalisation of the digital transformation with the support of qualified external service providers.
‘The current structure of the IT organisation has to be challenged both by the CIO and the C-Suite.’ It is me It is not a CIO – it is me who drives this change. The above-described approach is not an abstract recommendation, but my personal goal that I have to achieve now, together with my IT team in our hospital. The root cause is the growing lack of required know-how in my IT organisation. It is not sufficient any more to adequately maintain and develop our increasingly complex IT infrastructure. You may ask: “Why haven’t you developed the required know-how in your team?” The simple answer: most German hospitals do not have the financial means and resources to acquire, maintain and develop suitable talents.
To attract IT talents, we offer qualified high-school graduates, who want to study or are looking for an apprenticeship, a so-called dual study for a bachelor of science degree in eHealth – IT in the hospital sector – in which they combine two days at the university with three days at our hospital to get practical experience. With this approach we solve two challenges: we hire and support young talents, who have current technical know-how; and, once they have finished their study, they replace employees who retire. This way we address our skills shortage challenge. In addition, we offer to all of our IT people with appropriate qualifications the option to follow an extra-occupational study with a focus on Business Informatics. Of course we also offer other training and certification and we use new technology projects to let our existing IT staff become acquainted with new content and technologies.
Future role of the CIO+ The role of the CIO, my role, is to identify and transparently communicate the existing skills and knowledge gaps in my IT organisation and work proactively with my HR partners and the management team to make them my partners and sponsors for the required changes. The starting point and core driver of all digitisation efforts of
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25% 75% 75% of German hospitals do not have a digital strategy
an organisation lies with top management. The responsibility is owned by the whole management team, not the CEO only. They have to establish the goals, the common language - enabling good communication - and the milestones of the digital transformation. And that’s where another major gap appears. Precisely these steps are not established in most organisations yet and according to a recent study, 75% of German hospitals do not have a digital strategy. The negative perception and hence low acceptance of IT in general and the IT department in particular, the missing digital DNA in senior management and the missing trust in the CIO to be able to drive the digital transformation is causing this. Sustainable digital change will only happen when senior non-IT Management begins to understand the value of IT as a strategic tool and how it can be used to create, change and manage agile business development and growth. Once this is achieved, the CIO will have a seat at the board table and will get additional responsibilities. The reality today in German hospitals, however, is unfortunately quite different. The CIO is seen as a leading system administrator and IT project manager, who keeps the operational IT running and who is kept out of the
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decision-making cycle even for major IT decisions. If you, as a CIO, are not a board member or if you’re not directly embedded in the management team, you have to fight for your right to be heard and involved or, more importantly, to be recognised as the final decision maker of all or the major IT topics. We as CIOs have to establish ourselves as strategic advisors of the business units for all topics related to IT and ‘digital’.
‘The CIO needs to be recognised as the final decision maker of all or the major IT topics.’ If our operations are recognised as smooth, agile and business savvy, we can become the strategic connecting link between the business units, but only when we are asked to be the digital driver who develops the corporate digital vision and strategy, and possibly also drives the internal innovation process. This article was written by Jens Schulze, Head of Information Technology - CIO (IT & Medical Technology) at Klinikum Leverkusen Service GmbH.
CIO VISION CIONET Germany
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Achieve innovation the agile way, with Cegeka
European CIO of the Year, Paul Danneels, chose Cegeka as strategic partner for agile development.
Cegeka’s Agile Software Factory helps organisations with custom built software to support specific needs and create competitive advantages. This virtual operation, with onshore and nearshore teams in 11 European countries, achieves higher quality software with shorter time-to-market and lower total cost of ownership.
Discover what we have learned in 10 years of agile practice:
www.cegeka.com/agile
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Organisations need to understand the high value of an efficient ICT production ‘machine’.
The juicing machine Two months ago my wife convinced me to buy one of the trendiest juicing machines. Two weeks ago I was invited to participate in a congress about the value of ICT to e-Governance. Two days ago I was asked to write an article, preferably with relevance to our community.
Augusto Fragoso, CIO of ANACOM: “Organisations are usually willing to discuss and pay for ICT projects to enhance the business processes, but often not open to understand, discuss and eventually pay for efficient and effective ICT production ‘machines’.”
ȈǍٰ 95%
When we talk about the value of ICT, 95% of the times we discuss the value of ICT intervention in the business processes, but not the intrinsic value of the ICT production ‘machine’ itself.
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All these facts correlated in many different ways, e.g. while writing this article I am drinking a flavourful, energy boosting juice with antioxidants while my wife points out its benefits, saying how many more I should drink on a regular basis. Even so you might ask: “What does this have to do with ICT?” Well… I will do my best to try and explain this with some added value, hopefully providing me with a collateral soothing effect about the feeling I have about the cost (yes, it was not the cheapest juicer) at the same time. The main lines of action and reason while analysing the different kinds of juicing machines were: - My wife tried to convince me of the benefits of each juice in particular (one making you thinner, one stronger, healthier, etc.), exactly like when we set out the benefits of each ICT project; - Then she convinced me we should
find a way to do it frequently, in a high quality, effortless and timesaving manner. That was when she showed me the juice machine concept. But there were different types of machines with more or less functions, different quality levels and costs. Obviously, to juice frequently we would need one that would make the kind of juices (each different and with a different value proposal) we wanted, would have all the necessary parts (at least six different parts with perfect fit and interaction), would be robust and resilient, etc.
Expensive or efficient? It became obvious that all of these factors packed into one comprehensive device were in fact the most efficient and effective solution. Unfortunately, but predictably, it also was the most expensive.
CIO VISION CIONET Portugal
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After some household math and exchange of arguments, the conclusion was that although more expensive, such a machine would pay off with a predictably higher ROI supported over a longer time span – with a higher value for the household. In the juicing context it is not difficult to understand that although there is specific value in each extracted juice, the juicing machine in itself is the strategic element, having an intrinsic value that is introduced and amplified in each juice produced.
‘Unfortunately, but predictably, the most efficient and effective solution also was the most expensive.’
Opposing logic, we would commonly want to extract the high juice value but would not want to invest in the machine. And in that we fail to see the machine as the high value asset that it is ‘per se’.
Augusto Fragoso: “An ICT department is like a juicing machine. To efficiently bring forth high quality juices on a regular basis, a good machine is indispensable.”
Organisations are usually willing to discuss and pay for ICT projects to enhance the business processes, but often (and unlike my friends) not open to understand, discuss and eventually pay for efficient and effective ICT production machines. When we talk about the value of ICT in whatever context, 95% of the times we discuss the value of ICT intervention in the business processes of that context, but not the value of the ICT production machine ‘per se’.
My friends really enjoy the juices, but curiously enough all of them wanted to see the machine and understand how it works.
My wish is that all of us will have the opportunity to demonstrate the intrinsic value of the ICT machine itself and to share our knowledge about it. Even if that means bringing a juicing machine to each administration board table.
Discussing the value of each juice is of course mandatory to decide if we will produce it or not, but to do it on a regular basis and to efficiently bring forth high quality juices, a good machine is indispensable!
This article was written by Augusto Fragoso, the CIO - Head of Information Systems and Technologies, at ANACOM, Autoridade Nacional de Comunicações (the national regulatory authority for communications in Portugal).
CIOs should demonstrate the intrinsic value asset the ICT production ‘machine’ has ‘per se’.
CIONET Portugal CIO VISION
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Increasingly more CIOs reach the top level of Healthcare Delivery Organisations.
Leaders in the Digital Health revolution A CIO in the context of a Healthcare Delivery Organization (HDO) is one of the decision makers who contributes the most to improving the experience of health professionals and customers. He/she does this by ensuring that the processes of communication and interaction across the continuum of care are run with efficiency and fluidity. Healthcare and technology go hand in hand in improving the quality of life of the population. In the coming years we will be able to predict the likelihood of a person developing a particular disease or even the probabilities of an imminent heart attack or stroke. Through mapping of the human genome, drugs personalisation, monitoring of individual health parameters collected by IoT wearables or ingestables, and automatic analysis of patterns, healthcare professionals will be able to act preventively in lifethreatening situations. We might call this ’predictive medicine‘ and ’health systems in real time’. When we are told by health professionals that there are positive markers or trends in our biometric data that might be of concern, we go from a reactive to a proactive attitude. With telemedicine the same professionals can
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reduce distance constraints, reach the patients faster and act in a proactive way, in an Accountable Care model. All these evolutions begin to become part of our days, IT being one of the strongest foundations. In fact, in recent decades, with the evolution of Hospital Information Systems (HIS) and Electronic Medical Records (EMR), the sector has been very oriented to data collection. Despite the health sector being one of the most fascinating innovation areas, it is also very resistant to change, especially with regard to the adoption of information systems by health professionals. This resistance is sometimes complemented by the inability of IT professionals to understand the needs of their health counterparts, as well as the essence of the business. CIOs must be the catalysts of change, helping to break down many of the barriers that exist.
requests to connoisseurs of all functional areas. Medical equipment tends to be fully integrated with the HIS, through IP and wireless connectivity, using protocols and standards such as HL7 and DICOM. Mobility and mobile devices are already common and tend to be dominant. The role of the CIO is very important to the success of an HDO, so it is now usual - and increasingly more in the future - to find these professionals at the top of the decision-making structures. In addition to possessing extensive knowledge of systems and medical equipment, as well as skills as facilitator and communicator, the HDO CIO must understand the needs of professionals, be close to the customers and understand the business and its essence. Only this way he can add value to the line of health care delivery. This article was written by Manuel Monteiro, CIO of the Year in Portugal, CIONET Advisory Board Member, Consultant in Hospital Information Systems and Hospital Manager.
IT professionals in the context of HDO evolved from being mere receivers of
CIO VISION CIONET Portugal
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