EcotyReport16_web

Orchestrating Digital Leadership

The 2016 Digital Leadership Report

What’s next.

Empowered byOrganized by

ContentsIntro Hendrik Deckers and Frederic De Meyer ....................... 4

Intro Nils Fonstad .......................................................................... 6

Alvaro, Teresa - Agenzia delle Dogane e dei Monopoli ........ 12

Alves, David - SONEA ................................................................... 14

Bal, Peter - WABCO ...................................................................... 16

Barsby, Anna - Halfords ............................................................... 18

Bozzoli, Carlo - ENEL ................................................................... 20

Brys, Birgitta - Worldline Benelux .............................................. 22

Courqueux, Philippe - Cora ........................................................ 24

Cuypers, Erik - Maxeda ................................................................ 26

di Fransceantonio, Domenico - Fater Group .......................... 28

Escalé, Jordi - CTTI Catalunya .................................................. 30

Figueiredo, João - Misericorda de Porto ................................. 32

Garcia Cebola, Sergio - HM Hospitales .................................... 34

Gomez, Oscar - Grupo Prisa ...................................................... 36

Høeg Bonde, Torben - Vestas .................................................... 38

Jordan, Phil - Telefónica .............................................................. 40

Klerkx, Arnaud - Sanoma ............................................................. 42

Martinelli, Mario - Sisal ................................................................. 44

Maumet, Laurent - SOITEC ......................................................... 46

Newton, Luis - Estrala Borough ................................................ 48

Saxe, Sebastian - SmartPORT Hamburg .................................. 50

van Hout, Michel - Transavia ...................................................... 52

Rob van Gijzel - Mayor Eindhoven ........................................... 54

About CIONET .............................................................................. 59

About Cegeka ............................................................................... 59

Dear CIO,

The sixth consecutive European CIO of the Year Award is set to break some records. The

corporate finalists are operating in businesses that, jointly, represent over 160B€ in turnover,

with most of them well over 1B€. This posed a challenge to our traditional categories for this

award, where we used to make the distinction between large enterprises and medium enter-

prises. Instead, we have now chosen to base the categories on the geographical scope of the

finalists: those that have a global responsibility, versus those that have responsibility for fewer

than 5 countries.

In the Public Sector category the finalists represent two governments of flourishing regions,

the customs department of one of the leading trading countries in Europe and one of Europe’s

most important ports. In addition, the mayor of one of the world’s most innovative cities has

been selected as the inaugural winner of the Digital Leadership Award, in recognition of the

value of having all executives, in addition to CIOs, become digital leaders.

The award is meant to celebrate the exceptional achievements of digital leaders across

Europe. They all shape the future of their organization, preparing and guiding them through

uncertain times, toward a successful future.

What follows in this document are profiles of this year’s Finalists - all of whom have succeeded

in transforming and expanding their organization’s portfolio of digital innovation. They are role

models for future digital leaders across all sectors and functions.

But, as all of the finalists will stress, the nomination for the awards is first and foremost a

recognition of the teams working for and with the CIOs in shaping the future of their organiza-

tion. The IT divisions do not work in silos any more. The CIOs and their teams are morphing

into genuine orchestrators of digital transformation, across boundaries within and outside of

their organization.

The CIONET community is proud to have such leaders among its members, and is hugely

looking forward to celebrate future digital leaders in the coming years!

Hendrik Deckers Frederic De Meyer

Managing Director Research Director

CIONET CIONET

Orchestrating Digital Innovation Three Insights from Europe’s Most Accomplished Digital Leaders

During the past years, more and more senior

management teams and Boards of Directors

are realizing that digitization is both an

opportunity and a threat. Digitization is an

opportunity to enhance operations; improve

products and services; create complemen-

tary products and services that integrated

with existing products and services offer

customers better and more comprehensive

solutions; and develop new business models.

However digitization is also a threat. If an or-

ganization does not offer its customers better

services or better solutions or new custom-

ers new solutions, then others will and are

already likely trying to do so.

To transform the disruptive potential of digi-

tization into competitive advantages, firms

need to expand their portfolio of digital inno-

vation. Chief Information Officers (and their

equivalents) have pioneered the necessary

transformations to deliver a broader port-

folio of digital innovations. In the process,

they are also helping to foster other digital

leaders within their organizations, because

expanding the scope and quantity of digital

innovation requires digital leadership from all

functions.

Each year, I have the privilege of talking with

each Finalist about what it took to create so

much value for their organizations. This year,

the focus of our discussions was on digital

innovation – specifically, on what new, ad-

ditional types of digital innovations do they

now have to realize and what were the critical

actions they took to ensure their organizations

could deliver and compete with a broader

portfolio of digital innovations. From these

discussions, three insights stood out most.

1. Digital innovation is significantly more than operations: while improving the productivity of processes continues to be essential, to be competitive, organizations must continu-ously realize a portfolio of digital innovation that is much broader than before and also includes clusters of innovation that gener-ate more revenue per product/service; more revenue per customer; new revenue from new customers; and a competitive employee experience.

Operational excellence continues to be

fundamental, and many of the Finalists spent

a significant amount of their time helping

their organizations achieve that. However all

Finalists agreed that operational excellence

on its own is not sufficient for competitive-

ness. The new imperative for organizations

is to significantly expand their portfolio of

digital innovation. Many Finalists were proud

of having enabled new clusters of digital

innovation.

- To create a truly digital and competi-

tive customer experience at Telefónica,

Phil Jordan and his IT Group focused on

achieving critical operational improve-

ments. As Jordan noted, “you can only be

Digital in the Front if you are Digital in the

Back.” Now, they are working closely with

the rest of the business on a variety of

customer-facing services.

- At WABCO, Peter Bal and his team direct-

ed a 6-month effort of a global, cross-

functional team to develop a strategic

roadmap to boost the digitalization of

products and services, customer engage-

ment and the internal workplace.

- At Worldline, Birgitta Brys and her col-

leagues lead a significant transformation

to provide higher quality and faster ser-

vices to key partners, as well as to their

common clients, the merchants (e.g., fast

and reliable installation of terminals).

- At Vestas, Torben Høeg Bonde and his

team have been essential for leveraging

digital technologies to strengthen and

innovate services, such as better ways to

operate and maintain turbines, as well

as new business models drawing on

the data they collect globally from their

turbines.

- At the Hamburg Port Authority, Dr.

Sebastien Saxe and his group are orches-

trating 21 separate projects, all connect-

ed through a new IT platform. They are

also integrating several of these projects

into a coherent solution for stakeholder

groups transporting goods to and from

the port to immediately learn about any

changes to multiple modes of transpor-

tation (e.g. railways, roads, and water) and

adjust their logistics accordingly.

- Teresa Alvaro and her colleagues at the

Italian Customs Agency leveraged digital

technologies to simplify and speed

up customer-facing services, such as

clearance procedures. As a result, Italy

skyrocketed from ranking 37th to 1st (out

of 189 economies) within the “Trading

Across Borders” indicator of the World

Bank’s Doing Business Report – a crucial

indicator for Italian imports and exports.

More than ever before, several Finalists de-

scribed how they helped their organizations

create new business models.

- At Sonae, David Alves and his team were

instrumental in launching a new business

model (Sonae Financial Services) and

Portugal’s first credit card launched by

company that was not a bank.

- In Porto, João Figueiredo and his col-

leagues helped establish a brand new

business unit and source of revenue for

SCMP: a museum. They worked closely

with museum staff to ensure the latest

digital technologies optimized both op-

erations and the experience of visitors.

- At HM Hospitals, Sergio García Cebolla

and the IT Group were instrumental in

developing a solution to improve the

experience of customers and their loved

ones of waiting during event such as

medical consultations, radiology proce-

dures, and emergencies. They developed

the solution at a third less than com-

mercially available alternatives, and have

since begun to commercialize it.

- At Grupo Prisa, Oscar Gómez collaborat-

ed with colleagues in the Education unit

to offer a new set of educational services

in LATAM that leverage digital and part-

ners such as Apple, EPSON, Cambridge,

ETS, HP, Microsoft, and Google.

2. Becoming customer-centric means two

things: Increasing both revenue per product,

by getting more customers to buy a product

or service, and revenue per customer, by

getting customers to buy more products or

services.

Closely related to the first insight is the

important insight that to become customer-

centric means more than addressing the user

experience of specific products and services;

it must also include piecing together products

and services in ways that are coherent and

help customers address life events. Who in

your organization is responsible for providing

customers with solutions to their life events?

Is your organization investing in clusters of

innovation that generate more revenue per

customer? If not, then the risk is that another

firm with draw on your products and services

as modular components of their solutions.

- At Maxeda, Erik Cuypers and his group, af-

ter providing real-time visibility into inven-

tory, introduced kiosks for customers to

order products and have them shipped to

a given location. This resulted in the ability

for shops to sell more products than they

had in stock, and streamline the overall

stock and supply chain management.

- At Sisal, the Italian gaming operator that

continues to strive in a fiercely com-

petitive sector, Mario Martinelli and his

colleagues have extended what it means

to be “customer-centric” from generat-

ing more customers per product to also

more revenue per customers. They have

focused on and succeeded in improv-

ing KPIs such as customer lifetime value,

which increased by 15% and ARPU (aver-

age revenue per user), which increased

by 10%.

- Of utmost priority at Transavia was remov-

ing any points of friction from the per-

spective of customers. Michel Van Hout

and his group upgraded their website to

make it clearer, easier and more transpar-

ent to purchase tickets and check-in, to

sell extras (e.g. luggage, seat reservations,

insurance), and to sell packages (branded

fares). This in turn, helped introduce a new

business model.

- In Lisbon, citizens of the Borough of

Estrela have Luis Newton and his col-

leagues to thank for improving govern-

ment services. The team’s priorities are

based on the belief that “the citizen is the

true sensor of smart cities” and, with the

help of digital technologies, have started

to re-structure local public services with

this new approach in mind, wasting fewer

resources and ensuring real problems get

prioritized and solved.

- During the last government elections in

Catalunya, Jordi Escalé’s IT Group pro-

vided an app to follow the results. In just

a few days, the app had145K downloads

(a record in Spain) more than 4M views

from 130 countries and 4,7/5 stars on app

markets. The 27S App was considered

more user friendly and more frequently

updated than dedicated programs on TV.

3. An organization is unable to be customer-

focused if it is not also employee-focused.

Several Finalists stressed the importance of

empowering employees to innovate their

workplace and making it a better place to

work, as fundamental to realizing a broader

portfolio of digital innovations. To be more

digitally innovative, most companies have

to transform the overall innovation process

from a traditionally linear, sequential hand-

off of responsibilities from one function

to another (where IT’s role is typically as a

order taker) to an iterative process in which

responsibilities are shared across multiple

functions, and end-users participate. These

new innovation initiatives demand even more

from employees. To compete on customer

experience, an organization must also have a

competitive employee experience.

- At Enel, Carlo Bozzoli and his team

developed a successful program, 6Digital,

that accelerates the process of trans-

forming their organization’s culture into

one of digital innovation.

- After reducing IT costs by 50% and trans-

forming the role of IT into an innovative

business partner, Laurent Maumet was

charged to lead a company-wide trans-

formation program, with the objective

of changing Soitec’s culture and the way

work gets done, in order to become a

“great place to work” and improve agil-

ity, efficiency and the firm’s capacity to

innovate.

- At Fater, to develop better insights into

consumers and stakeholders, Domenica

di Francesantonio and his team, intro-

duced a program called “Become Digital

Natives.” The program focused on four

aspects: Digital Collaboration, providing

all 1400 employees with social media

tools to collaborate, share information

and manage projects; Digital Analysis,

integrating market, consumer and

shopper data into a single database and

making it available from multiple chan-

nels with a single click; Digital Marketing,

rapidly identifying the need for , and the

response to customized campaigns; and

Digital Commerce, creating a stronger

online shopping experience

- To accelerate innovation at Sanoma

Learning, Klerkx and his team took a suc-

cessful bottom-up approach to promote

collaboration and re-use across tradition-

ally independent country units. His “co-

development strategy” consisted of first

developing a minimum viable product

(MVP) within one country in an agile way,

and then, if it was successful, scale it up

by rolling it out to other countries. To en-

sure synergies and respect local market

differences, they created the new tech-

nology capabilities based on a modular

architecture. Consequently, employees

produce a learning method 25% faster,

on average.

- At Halfords, Ana Barsby introduced

career paths to ensure everyone in IT

had something to work towards. Every

role in the department now has 3 levels

of seniority, and people can select one

of two progression tracks, either through

management or through a technical

route. Barsby also enabled staff to cross

train into a completely different skill set.

In summary, for most companies, digitization

represents both threats and opportunities. To

mitigate threats of disruption and transform

opportunities into competitive advantages,

companies are realizing they need to de-

liver a portfolio of digital innovations that is

significantly more diverse than before. Just

a few years ago, in most firms, digital inno-

vation was limited to improving operational

processes. Today, digital innovation consists

of many more types. To grow revenues, it is

no longer sufficient to increase revenues per

product (i.e., get more customers to buy a

product or service); revenues per custom-

er must also be addressed (i.e., customers

buying more products and services from the

same company). To enhance productivity, it is

no longer sufficient to simply focus on mak-

ing individual processes more productive; the

employee experience must also be improved.

If a company does not take advantage of the

opportunities, others will.

12

Teresa Alvaro ICT DirectorAgenzia delle Dogane e dei Monopoli (Italian Customs and Monopoly Agency)

ABOUT TERESA ALVARO

Graduated in mathematics, informatics branch, Teresa Alvaro

obtained the post-graduate specialization in International

Cooperation at the Public Administration Training School.

She gained thirty-year experience in IT systems both in the

national Customs Administration and in committees and

working groups within the EU Commission, the EU Council

and the World Customs Organization, thus contributing

to the draft of national and EU provisions on customs IT

matters. She is accountable manager for several projects

for technology/administrative innovation at EU and national

level (Customs Single Window, “Il Trovatore”).

ABOUT THE CUSTOMS AGENCY INFORMATION SERVICE

The mission of the Italian Customs Agency is to

improve relations with customers, to assure a high

quality and quantity standard of service, to reduce

waiting times, to simplify procedures, to improve

the layout of forms, to focus controls and verifica-

tions only on high risk situations, disseminate clear

and consistent information to maximise compli-

ance with fiscal obligations, to encourage the

responsible involvement of customers in customs

operations.

To this end, the Agency has already digitalized all

customs obligations. Furthermore, building on the

electronic transmission of Cargo Manifests (mani-

fests of incoming and outgoing goods) the Agency

is now heading towards the full digitalization of

the entire supply chain.

Each year the Customs Agency, acting on behalf

of the European Union, is responsible for the

collection of duties amounting to 20,000 billion

Euros. The Italian revenue of excise duties and

taxes on production and consumption amounts

nearly to 58,000 billion Euros.

ABOUT THE COMPANYSector:

GovernmentActivity:

Customs agencyTurnover (EUR):

70BEmployees (FTE):

10,760

13

A SELECTION OF ACCOMPLISHMENTS

- In 2016, Italy skyrocketed from ranking 37th to 1st (out

of 189 economies) within the “Trading Across Borders”

indicator of the World Bank’s Doing Business Report – a

crucial indicator for Italian imports and exports. Alvaro

and her team were instrumental in this achievement by

orchestrating a Customs Single Window. This project

leveraged digital technologies to simplify and speed up

clearance procedures. They helped create “fast corridors”

by enabling multiple stakeholder groups along the supply

chain and associated controls to share key customs data

and integrate customs formalities with their own logistics

procedures. This in turn reduced customs clearance times

and allowed full traceability of incoming goods.

- Related, in collaboration with the National Coast Guard,

they developed a “clearance at sea” (pre-clearing) proce-

dure, which involved the full digitalization of cargo docu-

mentation and integrating the data with the monitoring

system of the maritime traffic platform. When using the

pre-clearing procedure, import declarations can be sent

while the goods are still travelling towards the ports, thus

allowing customs to anticipate risk analysis and to clear

– before their arrival at ports – the goods that are not

subject to further controls. Pre-clearing is already active in

17 national ports.

- In 2015, to reduce the phenomenon of counterfeiting,

Alvaro and her team also implemented successfully a

project named GLIFITALY, based on a simple idea: the par-

ticipating business attaches a QR code to its label to allow

consumers, in whatever country, to verify upon purchase

that the information on the label match the data in the

Agency’s web site. The project meets consumers’ increas-

ing needs for transparency and traceability of the goods,

and has also improved the protection of “Made-in-…”

products at national and international level. Thanks to the

significant orchestration and integration of multiple stake-

holder systems, GLIFITALY could be seen as a “model” that

can be extended and applied to all kinds of products from

whichever country, to protect the specific characteristics

that make those products unique.

- The IT Group has been key to reducing inefficiencies in

the multi-modal circulation of goods and increasing Italy’s

competitiveness in the trans-European network by at-

tracting and protecting as much trade as possible.

MAJOR LEARNING & ADVISE

- Continuous staff training to disseminate the culture of

PM and of process analysis within the organization, and

to allow personnel working in the IT structure to develop

adequate knowledge on methodologies, tools and tech-

niques typical of PM and process analysis.

- It is essential for the organization to be sufficiently mature

to face changes. In view of this, CEO’s should assess the

maturity degree of their businesses by means of one of

the many models available (the Italian Customs Agency

applied the PRADO PM Maturity Model) and then imple-

ment the ensuing improvement tracks.

- To ensure the success of innovations, Alvaro has de-

veloped a three-phase approach: a) all innovations are

shared with all the stakeholders involved (both within and

outside the organization) before their implementation; b)

a “simulation” operational system identical to the real one

has been developed, to allow stakeholders to rehearse

the new procedures/innovations before they are actually

implemented; c) all provisions supporting innovations are

published only after the relevant IT processes have been

defined in detail (no “click-day” risks).

- Evaluate the opportunity of exploiting the knowledge

potential of open/closed-source web information.

14

David Ferreira AlvesCIOSonae

ABOUT SONAESonae is a multinational company

managing a diversified portfolio of

businesses in retail, financial services,

technology, shopping centers and

telecommunications. Present in over 70

countries and with about 40 thousand

employees, Sonae is recognized as an

organization that works based on trust

and a contributor to a more prosper-

ous, more fair, more ethical and more

sustainable society.

Its mission statement is to create

economic and social value in the long

run, taking the benefits of progress and

innovation to an ever increasing num-

ber of people.

ABOUT DAVID FERREIRA ALVES

David Ferreira Alves is Chief Information

Officer of Sonae, Executive Board

Member of Sonae Modelo Continente,

being responsible for the following

portfolios: Information Systems, e-

Commerce and Modelo Continente’s

Non-Food Commercial Business Units.

He is also president of FINCO, the

Information Technologies Forum of

Sonae companies.

With a degree in Management by

Economics School of Porto´s University,

he has attended many executive pro-

grams at the Harvard Business School,

IMD and also London Business School.

Along his professional experience,

David Ferreira Alves was also Executive

Board Member of Optimus (the tel-

ecommunications company of Sonae

group) responsible for Marketing,

Private Commercial, Mobile Internet,

Multimedia Services and Infrastructures.

He has an extensive experience in the

areas of Marketing and Sales, as he

headed at Optimus the Big Surfaces

Direction, the Personal Business Unit

and also the Marketing & Sales Business

Unit SMEs. Before joining Sonae, David

Ferreira Alves worked in various areas of

Procter & Gamble Portugal.

15


- Alves led the transformation of Sonae’s IT unit, about

500 people. In March 2015, a new brand and image was

launched, as well as a new operating model. Now called

Business Information Technology (BIT), the team is or-

ganized around three clusters of services (Think; Deliver;

Run) that are complemented by a set of vertically inte-

grated areas that embody bimodal IT (BI, Digital Channels,

Infrastructure and Workplace). The new structure was less

hierarchical, giving more employees the ability to chal-

lenge, lead, collaborate, focus on business, and overall, be

more passionate about work. Nine months later, the whole

group was moved to brand new offices, further transform-

ing old roles and re-enforcing new ways of leading. For ex-

ample, the offices consisted of open spaces with hot seat-

ing - including for the CIO and members of the IT Board.

The results credited with BIT are significant and varied: the

amount of time members of BIT spend on strategic func-

tions increased by 112%; delivery lead time was reduced by

18%; spent on resolving problems dropped by 14%; internal

customer satisfaction rose by 23%, and the cost of doing

business was reduced by 11%.

- In 2015, Alves and his team were also instrumental in

launching a new business model (Sonae Financial Services)

and Portugal’s first credit card launched by a company that

was not a bank. BIT played a central role in the process

design, architecture specification, program management

and implementation of solutions. Co-located with the rest

of the team in a “war room”, they helped design features

that differentiated their card from others and implement

the new business model in less than a year and with very

light capital, in comparison to similar launched. They were

also key in rapidly addressing specific aspects of Portugal’s

business and regulatory environment so that they could

and as a result, received a critical license from the Bank of

Portugal, as well as partner with other financial service pro-

viders to piece together a distinct and competitive offering.


- There is no winning recipe, you have to constantly adapt

to the new contexts

- If you want to be on top of your game you have to be en-

gaged with the different communities (business, partners,

tech hubs, academia)

- The key to technological disruption will be the people and

not the technology


HoldingActivity:

Retail, Finance, Technology & TelecomTurnover (EUR):

5BEmployees (FTE):

40,000

16

Peter BalCIO WABCO

ABOUT WABCOWABCO is the No.1 global supplier of

technologies and services that improve

the safety, efficiency and connectivity

of commercial vehicles.

From concepts to finished products and

beyond, WABCO has been developing

innovative systems to make vehicles

safer and easier to control since 1869.

Today, with an unbeatable list of indus-

try firsts behind it, WABCO continues

to pioneer breakthrough innovations

for advanced driver assistance, braking,

stability control, suspension, transmis-

sion automation and aerodynamics

for the world’s commercial truck, bus,

trailer, car and off-highway manufac-

turers. WABCO reached a turnover of

$2.6 billion in 2015.

ABOUT PETER BAL

Peter Bal joined WABCO in January

2007 as Chief Information Officer. In

October 2009 his position was ex-

panded to Vice President, Administrative

Process Optimization. Since 2015 he is

also steering the business digitization.

Prior to WABCO, Bal was responsible for

the delivery of technology solutions at

SWIFT, a financial industry-owned co-

operative providing messaging services

to most of the world’s banks. Previously,

Bal worked nine years at Belgacom, a

leading telecommunications company

based in Belgium, where he held a

number of senior IT leadership posi-

tions, including director of IT application

services. Before joining Belgacom in

1997, Bal worked for Alcatelin the fields

of IT applications development, office

automation and network services. Bal

started his career with IMEC, Europe’s

leading independent research centre in

the field of micro- and nanoelectronics

for ICT systems.


AutomotiveActivity:

Commercial vehicle technologiesTurnover (EUR):

2,4BEmployees (FTE):

12,000

17


- For the past 9 years, Bal has lead WABCO’s expansion

from IT service excellence over business process excel-

lence to digital innovation excellence, including new

business models.

- IT Service Excellence: In 2008, during the crisis, reduced

operational costs by 33%, and since then, kept them flat

by improving productivity each year. In 2015, achieved a

record productivity of 11%. Continuously improved the

end-to-end availability of critical IT services from 99.89%

to 99.97%. Doubled the capacity of the internal IT team

thanks to insourcing of activities and using part of the

realized cost savings to extend the talent base.

- Business Process Excellence: Created and leads a cross-

functional shared services center (India, Poland) that is

increasingly leveraged as a key contributor to WABCO’s

administrative processes excellence. Extended the shared

services to support all corporate functions of WABCO.

Today the shared services centre is 200FTE strong and

growing. As a result of prioritizing people management

and the use of advanced employee engagement con-

cepts, employee turnover has always stayed below 6%, an

excellent result in the challenging Indian and Polish talent

market.

- Digital innovation: Directed a 6-month effort of a global,

cross-functional team to develop a strategic roadmap to

boost the digitalization of products and services, custom-

er engagement and the internal workplace. Afterwards,

received funding from the Board to realize the roadmap.

Today, 25% of IT capital spending and 3 top senior IT lead-

ers fully dedicated to digital innovation. Bal, for example, is

also responsible for a 200 FTE product engineering team

of a recently acquired European market leader called

Transics that focuses on fleet management solutions.


- Mix humility with ambition: Avoid complacency to be open

to detect opportunities and build successful external partner-

ships. However, be ambitious – be an entrepreneur in your

organization.

- Learn from the best: Invest in best practices sharing and ex-

change of experience and ideas with other IT professionals to

learn fastest from new developments, thereby, providing your

organization a competitive advantage.

- Start at the top: Embrace the digital journey fully at the top and

dedicate a significant part of CEO and board time to it.

18

Anna BarsbyCIOHalfords

ABOUT ANNA BARSBY

With a strong background in IT/Change leadership and

transformation, Anna is part of the Halfords senior manage-

ment team delivering a step change in capability to ensure

technology successfully enables an exciting future.

Before joining Halfords in March 2013, Anna has held roles

at TUI Travel, Sainsbury’s and PA Consulting; she also spent

five years as an independent consultant specialising in trans-

forming IT Departments, clients were Whitbread, Aviva and

the Financial Services Authority.

Anna is currently number 1 in the UK CIO100 list in 2015 and

also won the Women in IT CIO of the Year 2014.

ABOUT HALFORDS

Halfords is the UK’s leading retailer of motoring, cycling and

leisure products and, through Halfords Autocentres, also

one of the UK’s leading independent car servicing and repair

operators.

Halfords employs 11,000 colleagues and sells around 9,000

product lines in its 465 Retail stores, increasing to around

165,000 Retail products online. The Retail offering encom-

passes significant ranges in car parts, cycling products,

in-car technology, child seats, roof boxes and camping

equipment. Halfords offers customers expert advice and a

fitting service called We-Fit for car parts, child seats, satellite

navigation and in-car entertainment systems, and a We-

Repair service for cycles.

19


- Barsby and her team succeeded in significant transform-

ing IT during a time of significant business growth. Over

the past 3 years they delivered a fundamental infrastruc-

ture, network and security transformation while delivering

substantial business change projects. Balancing ‘replacing

the foundations’ whilst building a ‘new set of houses’ was

a real achievement.

- During the first phase of the transformation, the most sig-

nificant accomplishment consisted of building a new set of

capabilities in the IT team to integrate it more closely with

the business and introduce a ‘can do’ culture with a great

team spirit. When Barsby arrived at Halfords, business units

were buying IT for themselves, and IT was seen as an inter-

nally facing dept, not integrated into the business or aligned

to their goals. Barsby introduced a new set of roles, includ-

ing a Strategy and Planning team to own IT’s 3 year strategy

and ensure it gets delivered. The team includes infrastruc-

ture, solutions and data architects, as well as Security.

- She also introduced career paths to ensure everyone has

something to work towards. Every role in the department

now has 3 levels of seniority, e.g., A Project Manager, a

Senior Project Manager or a Principle Project Manager.

The IT team now has 2 overall progression tracks, either

through management or through a technical route. And

she provided ways for staff to cross train into a completely

different skill. This has really boosted morale in the team

and provides significant growth opportunities for the

team, whilst keeping retention strong.

- Next, after having created a clear IT strategy and 3-year

technology roadmap, Basrby and her team focused on

“Fixing the basics”. This fix was not so basic: it included

a significant SAP upgrade and move to a virtual private

cloud, improving hardware such as tills in all stores, vir-

tualising and relocating their server estate (moving from

9 locations to 4, removed 4.5 tonnes of server hardware

and saved £40k on electricity per year), new hosting and

security set up, and an overhaul of vendors and partners.

- Now that IT has earned a more strategic role and fixed the

basics, it is ready to improve customer-facing processes

and experiences.

MAJOR LEARNING & ADVICE

- Place yourself and your team at the centre of the busi-

ness, really understand it to enable significant change

- Concentrate on outcomes not technology to realise the

breadth of change that can be enabled

- Understand who the customer is and how their behav-

iours are changing, digital provides both challenges and

opportunities in reaching those customers and making

their interaction with your business different

ABOUT THE COMPANY

Sector:

RetailActivity:

Cycling and motoring retailerTurnover (EUR):


10,000

ABOUT ENELAs a truly global business, Enel is per-

fectly placed to open power around

the world. Its global reach extends from

Europe, to North America, Latin America,

Africa and Asia. Enel connects more than

61 million customers to more reliable

and increasingly sustainable power,

drawing from a net installed capacity of

more than 89 GW, about which 40 GW

from Renewable Energies. So Enel is an

established leader in renewable energy

production. Enel runs 1.9 million kilo-

meters of grid network, supplying the

largest customer base of any European

energy company. By combining its

unique scale and reach with new op-

portunities in a more connected world,

Enel is shaping the future of energy and

is committed to becoming a carbon-

neutral company by 2050.

20

Carlo BozzoliHead of Global Information and Communication TechnologyEnel

ABOUT CARLO BOZZOLI

Carlo Bozzoli was appointed Enel’s

Head of Global Information and

Communications Technology in July

2014. Mr. Bozzoli began his professional

career when he joined Enel in 1984,

starting at the Turbigo thermal power

plant before moving on to the business’

Rome headquarters in 1999, where he

worked principally in business process

reengineering.

Between 2000 and 2009 he took

up a number of positions in the ICT

Division, heading up the introduction

of SAP technology at Enel, the smart

metering project, IT Planning and

the Strategy, Performance & Quality

Management Function, before becom-

ing Head of ICT Demand and Delivery

for the Infrastructure & Networks and

Generation & Energy Management

Divisions.

Before taking up his current role he was

Head of Network Commercial Services

for the Infrastructure & Networks

Division in Italy, where he was respon-

sible for metering, energy balance,

energy traders management, grid con-

nection, billing and credit management,

service quality and customer care.

In his current position he is on the

advisory boards of several major

international vendors, CIO associa-

tions and the Management Academy

for ICT Executives at the School of

Management of the Polytechnic

University of Milan.


- Rationalize and simplify the operational backbone: Bozzoli

and his team have been tasked to simplify the firm’s port-

folio of almost 1800 applications and almost 100 tech-

nologies. They are moving towards a hybrid cloud model

to provide Enel with a more robust, more flexible and

optimised management model in terms of cost. They are

also consolidating their partnerships with suppliers to bet-

ter leverage the innovation capabilities of suppliers. With a

stronger operational backbone, IT will enable other func-

tions at Enel to invent new ways to offer new and current

services and new ways to reach and retain customers.

- Bozzoli and his team are in process of transforming Enel’s

Customer Relationship Management. Using Salesforce.

com, they are aiming to “fully digitalize” the relationship

with Enel and its customers. This process involves an am-

bitious rationalization of the application portfolio and the

migration to the AWS public Cloud.

- Bozzoli and his team developed a successful program that

accelerates the process of transforming their organiza-

tion’s culture into one of digital innovation. The program,

6Digital, is multi-functional. It begins by identifying “evan-

gelists” throughout the world within Enel. These are em-

ployees who have strong digital skills, the attitude to share

knowledge and a creative view of the future. The program

will involve all the 70.000 Enel employees. The process

identifies multiple types of evangelists, such as Hackers

and Digital Gurus. Evangelists are then asked to participate

in Hackathons and reverse mentoring.: Enel thinks that

the digitalization of the company should come from the

internal. In this way Enel is trying to enhance digitalization

thought bottom-up sharing of competences.

- The reverse mentoring project is a program of 6 months

in which each mentor voluntarily should promote a

discussion on different topics (digital tools, smartworking,

best practice, social.. etc) with each mentee, the first and

second manager level of our company.


- Make sure to have strong Interaction between

ICT and Lines of Business’ to foster the digital

transformation

- The ICT department must acts as digital enabler

promoting open innovation culture

- Leverage on Internal Digital Champions

21


UtilitiesActivity:

Energy providerTurnover (EUR):

76BEmployees (FTE):

65,000

22

Birgitta BrysCOO Worldline Benelux

ABOUT WORLDLINEWorldline is connecting and secur-

ing transactions on a daily basis. With

its technological expertise covering

the whole payment value chain, and

with millions of highly critical transac-

tions running through their systems,

Worldline creates and operates digital

platforms that handle all the transac-

tions between a company, its partners

and its customers.

ABOUT BIRGITTA BRYS

Brys is COO of Worldline Benelux (previ-

ously Banksys), a global player in the

processing of electronic payments and

transactions. She has an extensive back-

ground in customer service and informa-

tion systems management and over 10

years of senior leadership experience.

Combining responsibilities within

Customer Service and IT has been at the

basis of her specific customer approach,

realizing operational excellence while at

the same time focusing on customer ex-

perience. Continuously building bridges

between stakeholders applying best

practices and developing sustainable

customer relations are her most impor-

tant objectives. Organizational transfor-

mation is done through harmonization

and business integration while forging

strong relationships.

Since September last year she is also

managing the international transforma-

tion program TEAM, a program that leads

to yearly efficiency gains by improving

the Worldline operating model, leverag-

ing resources & competences to benefit

from the strong market growth and

taking full advantage of the Worldline

organization, size and global reach.

She is a motivational leader, inspiring her

team to take initiatives, grow and im-

prove performances.

She holds a master in Physics of the

University of Antwerp, followed manage-

ment education and trans-constellation

programs at Vlerick and Solvay and the

Atos Gold Program at HEC University.

23


- Transformed organization: To keep up with rapidly chang-

ing market & customer expectations required empowering

IT and customer services to define and implement in tight

collaboration with other parts of the business the “what”

and “how” of business & improvement programs/projects.

This required a complete transformation of the company

from a functional organization (Sales & Marketing, IT,

Customer Services) to a business line organization. The

transformation was led by Brys. By 2015, the company

consists of 3 lines of business where every business line

is responsible for its complete value chain: from Sales,

Product Management to IT, Operations & Customers

Services

- Enhancing services for most strategic customers: At

the end 2014, Worldline created alliances with some of

its partners in merchant services. Services for Alliance

Partners required a complete transformation; the CIO led

the transformation. Today, Worldline is delivering signifi-

cantly high quality and faster services to Alliance part-

ners (e.g., clear and reliable monthly invoices) and their

common clients, the merchants (e.g., fast and reliable

installation of terminals). The Alliance model has been

so successful that it was extended to higher segment of

merchants (Key Accounts).

- Developed “Fast Activation” to enable sales and field ser-

vice engineers to activate a new terminal at the Merchant

instantly and enables the customer to immediately use the

terminal, accept the desired payment schemes and the

collection process to his bank is initiated. These improve-

ments enabled Worldline to help its customers through

the “Threat Level 4 in Brussels” that followed the terrorist

attacks in March 2016. A “concept store” was installed in

a hotel just outside Brussels from which Field Technicians

could provide services to local merchants, many of

whom could not afford to wait until the city centre was

re-opened.


- Platformizing & building bridges are key to transform

your organization and to be ready for the future

- Include change and ambiguity in your management ap-

proach while finding the right balance between business

targets and operational excellence

- Follow technological trends closely, hire innovation

specialists to follow market trends and be ready to act

towards your clients when the moment is there


FinanceActivity:

e-payment servicesTurnover (EUR):

327MEmployees (FTE):

1,000

24

Philippe CourqueuxCIO Cora

ABOUT PHILIPPE COURQUEUX

- CIO of cora France since 2002 member of the executive

committee of cora since 2013

- Supply Chain Director of cora from 2009 to 2013

- Président Réseau Entreprendre Lorraine : association of

150 Entrepreneurs who help other

- business creators. FrenchTech Lorraine : member of the

Board

- Cigref : Club Informatique des Grandes Entreprises

Françaises : member of the Board

- CIO of the year 2010 (excellence of the relationship

between IT and business)

- Previously held positions in Aerospatiale (Airbus), France

Telecom (Orange) and Yves Saint Laurent

ABOUT CORA

Cora is a retail group of hypermarkets located in France and

elsewhere in Europe. Cora opened its first store in Garges

(Paris suburb) in 1969.Cora has now 59 hypermarkets in

France, mainly based in the East, the North of France and

around Paris.

The organization of Cora is really decentralized in order

to foster initiatives and responsibility at every level of the

organization. Being closer to the field, each team can be an

actor of progress. Each store can particularly shares experi-

ence and initiatives in a regionalized organization, with one

objective: be the best in its town.

25


- In 2014, Cora launched a significant enterprise-wide

transformation program called “Cora Commerçant”. The

program was propelled by three ambitions, three pil-

lars: Customer Experience (“ambition client”); Employee

Experience (“ambition humaine”); and Economic

Performance (“ambition économique”). IT has been

instrumental to realizing and fostering all three. Going

forward, the motto of the program is Cora Connected

(“cora connecté”). The IT Group has focused on enabling

each employee to communicate, share information, be

informed and manage its own daily activities more easily

and in an autonomous way; enhancing customer ser-

vices and the experiences of customers; and attract more

talented people with very modern tools. As part of these

efforts, Courqueux and his team provided each employee

with tools and applications, several of which were devel-

oped internally.

- In 2010, the IT Group developed internally a Point Of Sales

system that is now used throughout the company on ap-

proximately 3000 systems. That same year, they rewarded

by the distinction of “CIO Le Monde Informatique”.

Afterwards, they leveraged that system by enabling

employees to access it via their smartphones. With the

smartphone, an employee can check the availability of

a product in the store area and re-order it if necessary

without going back to the office. This has helped employ-

ees be more efficient and deliver better customer service.

Employees are also sharing best practices with each other

within and across stores. For several years now, they could

compare their results to each other in real time. Now, with

the smartphone they can easily share photos or com-

ments on how they did accomplished better performance

in their store. They have also developed brief video tutori-

als (“tutos”) depicting best practices and best processes.


- To boost business performance in an economy that

is becoming increasingly digitized, it is necessary to

improve both our relationships with customers as well as

our employee’s satisfaction and efficiency.

- It is imperative to automate the process of preparing and

deploying digital initiatives

- Make sure to assist the end users in case of mass de-

ployment of digital projects.


RetailActivity:

Hypermarket chainTurnover (EUR):

4BEmployees (FTE):

16,000

26

Erik CuypersCIOMaxeda

ABOUT MAXEDA

Maxeda DIY Group is a market

leading DIY retailer that operates

376 stores across the Benelux

with nearly 7,000 employees.

Its Mission is to help and inspire

people to create the home of

their desires. Its Vision is to do

this as an integrated, modern,

market leading company with

four formats. Maxeda wants

to help and inspire people to

maintain, enjoy, decorate, reno-

vate and construct their homes.

Maxeda’s formats are customer-

focused, concentrating on

market positioning and customer

experience.

ABOUT ERIK CUYPERS

Erik Cuypers is an passionate and

enthusiastic CIO with over 30 years

experience in multiple industries. After

his studies in Mathematics, Computer

Science, Marketing and Management,

Erik lectured Marketing, was CEO

of Standard Publishing, and Head of

Communication at Ops & IT Banking

ING. Erik has been a successful CIO

in several companies, such as Group

Vanbreda, Thomas Cook and JBC.

Today Erik is Group CIO of Maxeda

DIY, known by Brico Plan-IT, Praxis and

Formido. Innovative and an excellent

communicator, Erik is characterized

by a true passion for Marketing and

Technology. He has led organiza-

tions through successful digital trans-

formation, especially in e-business

and Omnichannel.

Erik is an inspiring leader with a strong

business orientation always look-

ing at ways to improve organizations.

He focuses on the creation of value for

shareholders, customers and employ-

ees. Erik firmly believes in the human

capital of organizations and the lever-

age of empowerment: “Giving chances

to people to let them grow”.

27


Designed and enabled the successful transition to omnichan-

nel go-to-market at fashion retailer JBC. The central focus

throughout this redesign was customer centricity, mainly

serving as a competitive differentiator and optimization of

internal efficiency. The transformation consisted of four stra-

tegic pillars:

- Rolled out an RFID network to provide real-time visibility

into inventory, with specific care about the accuracy of

the inventory data - all are crucial for the supply chain

flow and the customer experience. The new supply chain

process allowed partner and suppliers to use the platform

for direct fulfillment of customer orders. This resulted in a

quicker, more efficient delivery.

- Create an efficient fulfillment strategy, including physical

and technological infrastructure and choices of which

parts to outsource or not. Accelerate time by which web-

ready products are brought to market

- Developed a consistent “look and feel” of products

across all customer contact points. Within shops, intro-

duced kiosks for customers to order products and have

them shipped to a given location. This resulted in the

ability for shops to sell more products than they had in

stock, and streamline the overall stock and supply chain

management.

- Rollout customer-centric analytics, which meant collect-

ing and streamlining vital data throughout the customer

journey with the brand. Within shops, implemented new

functions such as interactive mirrors in the dressing room

and the integration of smart watches.

The project was live and fully operational in just 18 months.

Redesigned the IT service delivery and culture in the organi-

zation. Installed a culture where ‘business is in the lead’ with

regard of IT projects and strategy. IT, however, is not a ‘butler’

function, but should foster an entrepreneurial mind-set.


- Implementing omnichannel needs involvement from

every single business unit.

- The transition to omnichannel is about changing

business processes, business models and customer

experience

- But most of all, it is about implementing a digital culture

throughout the organization.


RetailActivity:

Do-it-yourself storesTurnover (EUR):


7,000

28

Domenico di FrancescantonioICT DirectorFater Group

ABOUT FATER GROUP

For more than 50 years Fater has pres-

ence in Italian homes through its prod-

ucts: Pampers diapers and wipes, LINES

sanitary pads, TAMPAX tampons and

LINIDOR and DIGNITY incontinence

products. Since 2013, Fater acquired the

ACE brand (bleach and house cleaning

products), expanding its line of brands.

Today, Fater is an international com-

pany operating with the brands ACE

and Neoblanc in Western Europe, and

Central & Eastern Europe, Middle East

and Africa, and in Italy thanks to its

personal hygiene absorbent products. A

rare example, perhaps unique, of suc-

cessful joint venture over a long period

of time, Fater bases its growth on its

in-depth knowledge of consumers and

markets, combined with the application

of multinational work methods.

ABOUT DOMENICO DI FRANCESCANTONIO

Domenico di Francescantonio started

in the ICT world for the Generali Group

as a systems mainframe analyst to then

deal with web-related projects both

in terms of software development and

security.

He then joined Fater (equal joint ven-

ture partner with the Angelini Group

and Procter & Gamble with trademarks

Pampers, Lines, Ace) as a senior devel-

oper, project manager and successively

assumes the leadership of the nascent

team that deals with digital projects. In

2013 he received the national award

for innovation of SMAU/Politecnico di

Milano thanks to a digital-marketing

initiative.

He wins again the award for innovation

of SMAU in June 2016 with another

digital project.

During this assignment, in parallel to

the management and evolution of the

ERP SAP, he introduces in the company

some Open Source technologies and

the use of Google’s collaboration suite.

After working as leader of the area

related to infrastructure and innovation,

he became ICT Director of Fatergroup

in 2013. Related to this period are the

ICT’s integration of the manufacturing

facilities and foreign sites related to the

acquisitions of the new brands in Italy

and abroad.

29


- Digital has to be seen as an integrated strategy of all

business departments. It is not a technology project but

a cultural one.

- Our success is due to the fact that our team is com-

posed of young people who ‘live and breathe’ digital.

People come from all company’s departments and are

‘guided’ by the IOC.

- Digital must become a point of the company’s score-

card. This way the focus of all the departments is always

oriented to achieve results.


- Significantly enhanced agility, intelligence and customiza-

tion of digital marketing. di Francesantonio and his col-

leagues developed a powerful in-house platform “Code In

Bag” by cleverly reusing and building on existing capabili-

ties. One key aspect of Code In Bag is that each product is

printed with an easy to read code that provides data about

such as aspects as product type and the shop where the

product was delivered. Initially, customers were encour-

aged to participate in lotteries, where, if they entered a

code on the website, they could win one of several prizes.

Fater quickly doubled its database of customers (it now

consist of over 1.7M customers). In the process, it was able

to rapidly create much more targeted digital campaigns.

For example, if they learned that sales of a specific prod-

uct were dropping in a specific area and in a specific type

of store, they can now immediately send out a coupon via

SMS to customers in that area. The average of redemption

in of these targeted campaigns is greater than 20% - an

impressive success rate. The same platform enables Fater

to analyze the behavior of consumers, understand what

initiatives they prefer, identify which consumers are at

risk of switching to a competitor, and match much more

precisely a competition to the right person.

- Strengthen the competitiveness of Fater by simplify-

ing processes, increasing their efficiency and transpar-

ency, and developing better insights into consumers

and stakeholders with a program called “Become Digital

Natives.” The program focused on four aspects: Digital

Collaboration, providing all 1400 employees with so-

cial media tools to collaborate, share information and

manage projects; Digital Analysis, integrating market,

consumer and shopper data into a single database and

making it available from multiple channels with a single

click; Digital Marketing, such as described above; and

Digital Commerce, creating a stronger online shopping

experience.

- The project and the digital cultural growth is supported

by FATER GYM , a place in which to learn through games

with the technique of gamification.


ManufacturingActivity:

Personal hygiene productsTurnover (EUR):


1,400

30

Jordi EscaléCIOGovernment of Catalunya

ABOUT JORDI ESCALÉ

Jordi Escalé wants to be defined as

transformational leader. He has an

inspiring and charismatic leadership

with a broad knowledge about business

strategy. Having this strong business

orientation with great energy level, Jordi

creates the atmosphere that allows

people & organizations growth.

Jordi has a Bachelor’s Degree and

Master in Business Administration

M.B.A. in ESADE and a General Manager

Program in IESE.

First web in ESADE and first database

website in Spain were made by Jordi

in 1994. He joined Telefónica by taking

the eCommerce & eBusiness Managing

position in Terra and driving new op-

portunities of business focused on

growth and profitability and managing

the whole product development cycle.

Payment platforms, shopping malls,

FCBarcelona and Real Madrid websites.

Strategic Marketing in Telefónica and

Marketing & Innovation in Infojobs ac-

celerates his capabilities to discover the

business value of ICT.

Jordi is the leader of the Centre de

Telecomunicacions i Tecnologies de

la Informació (CTTI), the company

in charge of managing and provid-

ing all Information Technology and

Telecomunicacions services for the

Catalonian Government. Being CIO of

Government of Catalunya he achieves

outstanding results in efficiency, trans-

formation of ICT services and promot-

ing the ICT sector working with the

Government in this project.

ABOUT THE GOVERNMENT OF CATALUNYAThe Executive Council of Catalonia

or Government of Catalonia is the

executive branch of the autono-

mous Government, or Generalitat, of

Catalonia, one of the autonomous

communities of Spain. It is responsible

for the political action, regulation and

administration of the government of

the autonomous region.

31


- Escalé has served as the CEO of CTTI and CIO of

Catalunya since 2011. In this capacity, he and his team

successfully designed and executed the New ICT Model:

Generalitat de Catalunya Innovative Sourcing Process

through Public-Private Collaborations. This has resulted in

reducing IT operational costs by 25% (from 609M EUR to

450M EUR) and the generation of new revenue of around

50M EUR per year. It has also reduced new platform ser-

vice delivery from 3 months to 1 day.

- They had accomplished these results after a 4-year pro-

cess of transforming public services. By mid-2016, they

had almost completed the process of consolidating 42 old

data infrastructures down to 6; developing a new cloud-

based architecture and then moving more than two-

thousand applications to become “cloud first”; developing

systems that gave citizens greater access (omnichannel,

mobile, etc.) and transparency into public services; and

providing new tools to employees (collaborative, desktop

solution, printing anywhere) to be more productive.

- They also orchestrated a new fiber optic network to all

towns in Catalonia, providing high capacity connection to

more than 4.000 sites (schools, hospitals, etc.); increas-

ing bandwidth by 25x; reducing costs by 83%; and overall

boosting the region’s competitiveness. Their efforts have

introduced the ICT Catalan sector with more than 1.000M

EUR of new investment and 3.200 new job openings.

- The ICT transformation could be possible because

CTTI develop at the same time a project to change ICT

Governance developing new tools in less than 2 years and

changing organizational roles.

- Complex transformation projects on communication

platforms, health and justice systems have been achieved.

As an example , CTTI change all Generalitat sites (>350)

technological platform to content open source solution.

The website Gencat.cat is the primary digital channel of

contact. The Transparency portal is also a new channel

to improve relationship with citizens and to create value.

144 transparency indicators have been implemented

(most recommended by NGO International Transparency).

Smartphones are considered the first digital channel for

interaction and information with citizens. During the last

government elections, CTTI provided an app to follow the

results. In just a few days, the app had145K downloads (a

record in Spain) more than 4M views from 130 countries

and 4,7/5 stars on app markets. The 27S App was con-

sidered user-friendlier and more frequently updated than

dedicated programs on TV.


- Go for it, discover.

- Digital disruption is not a technology issue. Relationship

with customers and employees, and information man-

agement are the key issues

- Build opportunities to share between CIO and CxO.

Information is the raw material of new value.


GovernmentActivity:

Government of CatalunyaTurnover (EUR):


200,000

32

João FigueiredoICT DirectorSanta Casa da Misericórdia do Porto

ABOUT SANTA CASA DA MISERICÓRDIA DO PORTO

MISSION: Founded on March 14, 1499,

The Santa Casa da Misericórdia do

Porto continues its mission to sup-

port the most vulnerable, is one of the

main players in the region in the areas

of Health, Social Services, Education,

Culture and Environment and is con-

stantly looking for new answers to the

new problems that society is facing.

VALUES: The action of the Santa Casa

da Misericórdia do Porto is guided by

the values of solidarity, Humanization,

Ethics, Social Responsibility, Innovation

and Cooperation.

ABOUT JOÃO FIGUEIREDO

Figueiredo is an innovative Business

Leader with more than 18 years experi-

ence managing state-of-the-art tech-

nology operations for Healthcare

Operations Unit of Santa Casa da

Misericórdia do Porto (SCMP), turna-

round and high-growth of full time job

as CIO of all SCMP, since 2013.

He is a talented Team Builder and

Technology Trainer, he has a Bachelor

in Informatics, a Post Graduation in

Healthcare Informatics, a Microsoft

Certified System Engineer Degree and a

Post Graduation in Managing Healthcare

Units and Services. He always has the

objective of delivering user-friendly

technology solutions that achieve/

surpass user experience, business

and financial goals. Astute Negotiator,

he likes to implement projects through

strategic partnerships, collaboration

and technical innovation. He is a Trusted

Advisor to senior executives.

Linking Technology with Multi-Site

Business Organizations to Build a

better future for all of SCMP. He is

Performance-Driven, Quality-Focused,

Customer-Centric and Financially

Robust Operations.

33


- Figueiredo and his team have succeeded in ensuring that

SCMP, an over 500-year old organization, continues to be

a leader in applying the latest technologies for social good

of its diverse units, including, amongst others, 3 hospitals, 7

nursing homes, a private college, and an educational farm.

- He and his team have taken a holistic approach in acquir-

ing, implementing and customizing systems, software,

networks and applications to meet a broad cross-section

of business, financial, engineering, HR and organizational

requirements throughout SCMP. They created a gov-

ernance system based in COBIT with minimal staff and

budget requirements and collaborated on financial and

operational audits to strengthen quality, upgrade network

security, expand risk assessment capabilities and control

user access.

- Within the hospitals, the IT Group has successfully part-

nered with specialized service providers to develop

systems that help doctors and nurses minimize errors in

the introduction of information and maximise time health

professionals spend in caring for patient. Examples of new

applications include a system to optimize the manage-

ment of operating rooms and an integrated solution for

cardiology.

- In addition, Figueiredo and his team helped establish a

brand new business model and unit for SCMP: a museum.

The team worked closely with museum staff to ensure the

latest digital technologies optimized both operations and

the experience of visitors. For example, they leveraged

systems to help with surveillance and the use of Internet

of Things on works of art for inventory management, se-

curity and to provide visitors with customized information.

They are using business intelligence to learn how to help

different types of visitors and increase customer satisfac-

tion, as well as location-based technology (e.g., beacons)

to implement a low-cost, easy-to-implement solutions

for indoor location-based services own location-based

experiences and share them with others.


- Digital Transformation is here to stay so we must de-

velop solutions with disruption with the recent past

- Drive organizational alignment with CIO: Innovate New

Technology

- People Process Technology and Vision should always be

together: Orchestrate new initiatives


SocialActivity:

Health, Social Services, Culture, Education, EnvironmentTurnover (EUR):

naEmployees (FTE):

1,500

34

Sergio Garcia CebollaCIOHM Hospitales

ABOUT HM HOSPITALES

HM Hospitals Private Hospital Group is the reference in the

Madrid region and in Galicia and the second group care

activity nationwide.

Directed by Doctors and more than 4,000 employees at

present, our goal is to provide quality medicine patient-

centered and based on attendance, teaching, research and

constant technological innovation, in order to offer our

patients and their families the best quality of care and access

to the latest advances in medicine ensuring excellence in

our policy of patient-centered medicine.

HM Hospitals currently has seven hospitals in Madrid, two

in Galicia and three care centers highly specialized

in Oncology, Cardiology and Neuroscience, plus fourteen

polyclinics. All the care centers work collaboratively to pro-

vide comprehensive management of the needs and require-

ments of our patients.

ABOUT SERGIO GARCIA CEBOLLA

Garcia holds a degree in Computer Science Engineering

from Antonio de Nebrija University since 2001.

He is a Master in Information Systems from Alcala de

Henares University. He started an internship for UNI-2

(France Telecom) and later worked for them as database

administrator, in 2001. By the end of 2001 He switched to

a Civil Engineering consulting company (PEYCO S.A.) that

was involved in the Spanish high speed train projects (AVE).

There he started as system administrator and ended up

managing the IT department. He joined HM Hospitals group

in 2004, starting as deputy IT director. Later, in 2007, he was

promoted to CIO, which is the position he holds nowadays.

He is managing the projects belonging to the area and its

three departments: CAU and Telecommunications, Security

and Systems, and Software Development.

35


- While a significant part of the CIO’s time during the past

years was spent on integrating 3 acquired hospitals, an-

other significant part was spent developing in-house and

rolling out new platforms, such as HOSMA 2.0, HIS (hos-

pitality information services) and EMR (electronic medical

record). These platforms have proven to be fundamental

to the operational and innovative success of HM Hospitals,

from the perspectives of multiple stakeholder groups,

including the owners, clinicians and patients. For example,

the delivery time of clinical reports and test reports was

reduced from several days to immediate availability.

- Using data to creating new business models while improv-

ing patient experience. Leveraging these platforms, García

set up a Business Intelligence team that works with other

departments at HM Hospitals to analyze and leverage data

from HIS and EMR, to identify opportunities and develop

solutions for improving the experience of both clinicians

and patients.

- Within the Radiology department, patients now take fewer

diagnostic tests, since they have online access to past

images and reports and can share them with any physi-

cian of their choice, whether or not the physician is part of

HM Hospitals or if the patient is travelling and has to visit a

different hospital or specialist.

- In another case, while improving the customer experience

of waiting, García, in collaboration with others, also devel-

oped a new business model. They developed an ad-hoc

system to improve the management of waiting times for

medical consultation, radiology procedures, emergencies,

admissions or ambulatory care processes at the hospi-

tals, under compliance of the Spanish Organic Law on

Data Protection (LOPD). The process allows a patient and

anyone accompanying her to obtain real-time informa-

tion about the different stages the patient goes through. It

also enables the hospital to measure the average waiting,

care and diagnosis times for each trial, thereby providing it

with data to optimize the process. Developed internally at

a third less than alternatives, the system is owned by HM

Hospitals and the group has begun to commercialize it.

Most important, the system has also improved the aver-

age waiting times at consultation and emergency rooms,

decreasing them by more than 18%.


- Information is power. The ability to access the right infor-

mation in real time improves any business process

- Stop considering ICT as a fixed cost. Every digital project

brings ROI for the company.

- Understand that ICT is not an end but a mean. A mean

that allows us to improve the processes inside our

organization


Health CareActivity:

Private hospital groupTurnover (EUR):


3,069

36

Oscar GómezDirector Organisation, Resources and TechnologyGrupo Prisa

ABOUT GRUPO PRISA

PRISA is the world’s leading Spanish and

Portuguese-language business group

in the fields of education, information

and entertainment, thanks to its multi-

channel range of top-quality products.

Present in 22 countries, it reaches more

than 60 million users through its global

brands EL PAÍS, LOS40, Santillana.

As leader in General-interest Press,

Commercial TV, Music and Spoken-

word radio, Education, and Publishing,

it is one of the largest media groups

in the world with an extraordinary

range of assets. It’s presence in Brazil

and Portugal and among the grow-

ing Hispanic community in the US has

given the group an Ibero-American di-

mension and has opened up a potential

global market of 700 million people.

ABOUT OSCAR GÓMEZ

Oscar Gómez Barbero, holds a Master´s

Degree in Business Administration and is

an Engineer in Computing at Universidad

de Deusto.

In the private sector, he has

been a Managing Partner in

PricewaterhoseCoopers-IBM for Spain,

Portugal, Israel, Greece and Turkey.

General Managing Partner for Landata

Telecom, telecommunications engi-

neering company. In the public sector,

he has been General Director (CEO) in

Ferrocarriles Vascos, and Information

Systems Corporate Director in Red

Nacional de Ferrocarriles Españoles

(RENFE).

He currently holds the positions of

Organization, Resources and Technology

Director for Grupo Prisa and President

for Prisa´s Industrial Division – Dédalo

Grupo Gráfico.

In his last role, he has led the digital

transformation in the Information, en-

tertainment and education business unit

for the leading company in Spanish and

Portuguese speaking countries.

37


- Gómez and his team were instrumental in helping vari-

ous business units within Grupo Prisa generate revenue in

sectors that were some of the first and some of the most

severely disrupted by digitization. In a period of 4 years,

Gómez expanded Grupo Prisa’s portfolio of digital innova-

tion from improving operations to also enhancing cus-

tomer engagement and developing new business models.

Whether in Media, Education or TV, IT is now an integral

contributor to the group’s EBITDA.

- Two indicators which suggest the intensity of digital trans-

formation in Grupo Prisa in the last years (2011-2015) are:

Digital income has been multiplied by 2.6, increasing from

64MM to 167MM, and the total user have increased 43%

- Under Gómez’s leadership, the IT Group has developed

the PRISA Digital Platform, an ecosystem of integrated

self-built and technological industry solutions, consisting

of more than 210 digital products and 380 mobile apps.

This platform has let Grupo Prisa achieve global digital

leadership position among Spanish-Portuguese Media,

Entertainment and Education Groups. In 2015, relative to

the year before, they increased a number of key monthly

indicators, such as the number of unique visitors per

month by 44%, to 126 M; the number of website visits

by 21.5% to 1,083 M (53.2% of which were made through

mobile apps); and the number of students attending

studies through their digital education platforms by 28.8%

to more than 800,000 students in +15,000 classrooms

around +20 countries. By 2015, 13.4% of Grupo Prisa’s

income came from digital nature products - a 15.9%

increase from previous year 2014.

- In addition to developing the PRISA Digital Platform,

Gómez collaborated with colleagues in the Education

unit to offer a set of educational services in LATAM that

leverage digital and partners such as Apple, EPSON,

Cambridge, HP, Microsoft, and Google. In 2011, they

released Sistema Uno, an effort to change the essence of

classrooms essence by offerings services such as Ipads for

teaches and student as a didactic tool; tools for continu-

ous evaluation of teachers and students; a methodology

targeting the training of skills with didactic tools seek-

ing the effective performance of intellectual, emotional,

mathematical and reading skills; and didactic material

including textbooks, digital content, iBooks, audio, video,

problems and guidelines for teachers and parents training.


- “Run away from the gurus” and trust the technological

function. Those are the ones that best know company

business and have proven a constant adaptation to

changes.

- Technology is an essential lever to transform busi-

ness, its function must have the prominence that this

process requires.

- Technology organization should migrate from its

current service provision function of technology to

the provision of business services. This entails a radical

change on its organizational structures and on the

approach of the activities to be developed.


MediaActivity:

Press, TV, Radio, Education & PublishingTurnover (EUR):


10,168

38

Torben Høeg BondeHead of Global IT Vestas Wind Systems

ABOUT VESTASVestas is the only global energy compa-

ny dedicated exclusively to wind energy

- improving business case certainty

and reducing the cost of energy for our

customers.

Vestas works in close partnership with

customers to offer the most effective

solutions towards renewable energy.

Its core business is the development,

manufacturing, sale and maintenance

of wind power plants – with competen-

cies that cover every aspect of the value

chain from site studies to service and

maintenance.

ABOUT TORBEN HØEG BONDE

Torben Høeg Bonde heads the Global

IT organisation at Vestas Wind Systems,

a world leader in the manufacturing, in-

stallation and servicing of wind turbines.

He joined the company in 1999 when

the IT organization consisted of 12

employees, all located in Denmark.

Since then, he has steered Global IT

through a number of transformations

consisting of a major merger, radical

growth and globalization that peaked

with 850 IT employees in 2011, and

lately a significant turn-around and

outsourcing. Today Global IT consist of

300 professionals and a global profes-

sional ecosystem consisting of several

strategic service providers. Bonde, who

was named Denmark’s CIO of the year

in 2011 and Nordic CIO of the year in

2016 has recently overseen a global

roll-out of SAP and is preparing Global

IT, as well as Vestas overall, for the

future of digitalized customer offer-

ings. Bonde holds a Masters degree in

Marketing and Business Science from

Aarhus University, Denmark”.

39


- For over 17 years, Bonde has helped Vestas successfully

navigate a wide variety of challenges, from massive growth

to averting bankruptcy to the development of digital

services. From 2005 – 2010, Vestas experienced significant

organic growth. The role of IT was to generate all services

and applications internally. As a result, Bonde managed the

blossoming of the IT organization from 70 people to 850.

- In 2010, Vestas was hit extremely hard by the global finan-

cial crisis. By 2011, Vestas was close to declaring bankrupt-

cy. IT costs were cut by 50 – 60% and the IT organisation

was downsized from 850 to 300 FTEs. At the same time,

almost all services had to be continued as no systems and

solutions really were decommissioned. To survive this crisis,

Bonde led a massive reorganization that led to outsourcing

most of the operational backbone.

- Having survived the crisis, since 2013, Bonde has worked

closely with the rest of the business to develop new

sources of revenue for Vestas. The firm is relying on

revenues from services to cushion and stabilize revenues

from turbines. According to Bonde, “Vestas has no choice

but to transform from being a hardware company to being

a software company.” As a result, Bonde and his team are

essential for leveraging digital technologies to strengthen

and innovate services, such as better ways to operate and

maintain turbines, as well as new business models draw-

ing on the data they collect globally from their turbines.

Together with R&D and the Service organisation, Bonde

and his team have launched a ClearInsights Initiative to

develop completely new services from the terabyte of

data that Vestas generates every 10 minutes from its 29+K

Vestas turbines.


- Always challenge yourself and your organisation –

you will be surprised how much really is possible

- The fundamental parameter of success is having

the right leaders – bad leaders drain and excellent

accelerate

- Digital transformation demands significant changed

business- and operating model, new partnerships and

therefore courage from Executive Management.


UtilitiesActivity:

Wind energy providerTurnover (EUR):


21,000

40

Phil JordanCIOTelefónica

ABOUT TELEFÓNICA

Telefónica, S.A., incorporated on April

19, 1924, is an integrated and diversi-

fied telecommunications group op-

erating in Europe and Latin America.

The Company’s services and products

include Mobile business, Fixed-line

telephony business and Digital services.

The Company’s segments include

Telefónica Spain, Telefónica Brazil,

Telefónica Germany, Telefónica UK and

Telefónica Hispanoamerica (formed by

the Company’s operators in Argentina,

Chile, Peru, Colombia, Mexico,

Venezuela and Central America,

Ecuador and Uruguay). These segments

are engaged in activities relating to

wireline, wireless, cable, data, Internet

and television (TV) businesses and other

digital services in accordance with each

location.

ABOUT PHIL JORDAN

Phil has a very successful leader-

ship track record and is renowned for

transforming & exploiting the value of

IT in major global companies. He spent

twelve years at Vodafone culminating,

in 2010, as Regional CIO in Northern

Europe before moving to be CIO for

Telefónica O2 UK. This was quickly fol-

lowed in 2011 with a move to Madrid to

become Telefónica Global CIO with 20

countries, 6000 IT Professionals and a

multi-billion annual IT budget. In addi-

tion to his G-CIO responsibilities, he has

overseen the creation and exploitation

of a wholly owned, independent but

captive global technology company as

CEO and now Chairman.

Under his leadership, Telefónica has

had many successes in the boldest

transformation in the industry, includ-

ing radical business simplification,

building and exploiting unique and

world class Datacenters, global shared

services to optimise IT spend and in

the transformation of the process &

application landscape to enable the

business vision: to be the best Digital

Telecommunications company in the

world.

Consistently voted at the very top of

the CIO Top100 and in the UKTECH50

for the 50 most influential people in

UK Technology. He is a member of the

board of directors for the TM Forum and

has served as a non-executive inde-

pendent advisor on IT to a major bank-

ing and financial services company.

41


- In the last few years, Jordan has provided critical leader-

ship at Telefónica during a period of massive transforma-

tion, in the face of macro-economic challenges in Spain

and Europe, new and disruptive Digital and OTT competi-

tion, increasing margin and growth pressure, portfolio

changes and large scale M&A but at the same time, a pro-

lific demand for connectivity and our services that enable

Telefónica’s 340m customers to lead their Digital Lives.

- The accomplishment he is most proud of is bringing to

reality the Global IT vision of “Brilliant IT that powers a Digital

Telefónica” To realize this vision the team he lead accom-

plished more changes than can be listed. Some highlights in-

clude Business Transformation / Greenfield Implementations

of Customer Facing IT Processes and Systems in 15 countries

in parallel; Delivering the operating businesses a wide range

of critical Digital Capabilities, Full Omni-channel, Real time

and automated operations, 360 View of Customer, Common

Data Model, Industry Standard Processes etc.; Established IT

ownership of Business Processes : First Common Process

Blueprint built, documented, agreed and fully certified by

industry standards body.

- Now underpins transformation in all countries; Telefónica

Group reuse strategy that ensures that the majority of our

customer facing IT estate will be provided by 3 main part-

ners (replacing hundreds of legacy providers). Progressive

standardisation reducing TTM and costs; and Massive

Simplification & Optimisation : Decommissioned over

2000 legacy systems , Reduced Server estate by 7000

while increasing compute and storage, driven IT virtuali-

sation to upper quartile benchmark levels (in majority of

countries) & closed 1 legacy Datacentre every 8 weeks

for 3 years (18 total). As a result they reversed the ratio

of Run/Operate and Transformation investment to 65%

on Transformation in 2016. They also scaled the shared

Services company from 3 countries to 11 and since 2013,

have achieved historical levels within Telefónica for IT

customer service delivery.

- In addition to achieving critical operational improve-

ments, these efforts are fundamental to enable Telefónica

to transform the experiences of its customers. As Jordan

noted, “you can only be Digital in the Front if you are

Digital in the Back.”


- That there has never been a better time to be a CIO. The

Digital IT agenda should be leading transformation in your

company and if you are not leading that dialogue, why not?

- Be bold – the bigger the change the more the business has

to engage!

- Address complexity and simplification quickly and directly.

Optimisation in the run and building a strong enablement

story/strategy for IT will change the dialogue with the

commercial business from back office ‘system of record’ to

sustainable differentiator and with that comes investment.

Surely we all got into IT to enable businesses to grow not to

only save money?


TelecomsActivity:

Global telecom operatorTurnover (EUR):

47BEmployees (FTE):

120,000

42

Arnoud KlerkxCBTO Sanoma Learning

ABOUT ARNOUD KLERKX

Arnoud Klerkx is Chief Business

Technology Officer and member of

the Management Board at Sanoma

Learning. Sanoma Learning is the lead-

ing European educational publisher for

primary and secondary education and

sells digital learning products in over 35

countries worldwide. Klerkx is respon-

sible for the digital transformation and

IT-innovation of the business and its

products.

Klerkx is known for his strong leader-

ship skills, pronounced business sense

and extensive experience in information

technology, digitalization and business

transformation. He started his career as

management consultant at Accenture.

In 2000 he moved to Gartner where he

worked as a consultant on IT-strategy,

outsourcing and IT-investments for

large organizations. He switched to IT-

management and became Head of the

CIO-office at Robeco, a leading inter-

national asset management company.

Prior to his role at Sanoma Learning,

Klerkx worked at Ziggo, the largest

Dutch cable provider, as IT-Director

and was responsible for their business

transformation and IT-change.

Klerkx holds a bachelor degree in

Business Administration from Nyenrode

University and a Master degree in

Economics from the University of

Maastricht. In 2015, he was awarded

CIO of the Year in the Netherlands.

ABOUT SANOMA LEARNINGSanoma Learning serves 10 million

pupils and 1 million teachers with their

advanced learning methods, helping

pupils to achieve their learning goals.

The company is a leader in some of

the World’s best education systems

including Finland, Belgium, Poland,

The Netherlands and Sweden. Sanoma

Learning’s learning solutions enable

teachers to excel at developing the

talents of every child, creating oppor-

tunities for children to advance their

prospects in life. The company focuses

on innovation and applying digital

technologies into their learning prod-

ucts and solutions and is a clear digital

leader.

43


- Transformed disruptiveness of digital into competitive

advantages. Klerkx and his colleagues successfully trans-

formed a traditional publishing house into a digital leader

in the sector. They have worked closely together to shift

the company from print to digital by bringing the textbook,

workbook and tests in a full digital learning environment.

This enables more interactivity in teaching the material and

allows the introduction of concepts like gamification to

enhance pupil’s motivation. It also enables them to collect

and use descriptive and diagnostic data to help teachers

track the progress of pupils and enable them to adapt their

teaching. Their most recent innovation is the usage of data

to personalize the learning process to the need of every

individual child through the use of advanced algorithms.

They leveraged digital to enhance and diversify not only the

nature of content and learning process, but also strengthen

the publishing process, and improved operations by mov-

ing fully to the cloud.

- Significant effort was spent on making a cultural shift

towards innovation and digital. The digital transformation

was incorporated into the business strategy. An agile way

of working was successfully introduced across the whole

company, where even teachers and sometimes pupils are

part of the scrum teams. With a strong emphasis on col-

laboration and solid results, IT is now seen as part of the

business.

- To accelerate innovation, Klerkx and his team took a

successful bottom-up approach to promote collabora-

tion and re-use across traditionally independent country

units. Rather than build new digital capabilities by taking a

traditional, top-down approach (e.g., form a central project,

collect requirements, etc.), his “co-development strategy”

consisted of first developing a minimum viable product

(MVP) within one country in an agile way, and then, when it

was successful, scale it up by rolling it out to other coun-

tries. To ensure synergies and respect local market differ-

ences, they created the new technology capabilities based

on a modular architecture.

- These changes have enabled the company to be the digital

leader in their industry with fast growing digital/hybrid rev-

enues with new business models. Their digitalized products

have increased NPS-scores and can be produced, on aver-

age, 25% faster. In one country, they introduced a complete

new digital homework exercise platform in only 8 weeks

(rather than take a year or more). They have also realized

significant savings from re-use, synergies and operational

efficiencies across the various countries.


- Ask yourself the question: what is the killer app in our

industry and how are we going to deal with it?

- Stop focusing on budget and timelines in your digital

innovation. Focus on mistakes and learn from them

- Don’t invent everything yourself


EducationActivity:

Private educational publishing groupTurnover (EUR):


1,600

44

Mario MartinelliGroup CIOSisal

ABOUT SISAL GROUPFounded on the dream and intuition of three sports journal-

ists in 1946, Sisal is the first Italian Company to operate in

the gaming sector as a Government Licensee.

The story of Sisal is first and foremost a story of Italian

enterprise at its finest. Over the years, Sisal has cre-

ated a succession of popular, high-quality games,

including the l Totocalcio, the Totip and, more recent-

ly, SuperEnalottoand Win for Life.

The success of Sisal’s ideas underpins the financial results

and reputation of a company that has built a relationship

of trust and credibility with over 14 million Italian consum-

ers in seventy years in business, developing and managing

games with expertise and high standards of integrity,

transparency and security: all essential characteristics for

companies operating in a heavily regulated sector subject to

strict state controls.

ABOUT MARIO MARTINELLI

Engineering degree at Polytechnic University of Turin. In

1996 Martinelli began his carrier at Andersen Consulting

(now Accenture), where he spent more than ten years,

leading several Business Integration projects in the

Communications & High Tech industry.

In 2007 Martinelli joined Lottomatica Group (now IGT

Group), a worldwide leader in the Gaming sector, He had

the responsibility for Demand management and ERP appli-

cations Department.

After three years, he joined Sisal Group, one of the Italian

leaders in the Gaming and Payment Services market, at the

beginning as Head of Enterprise applications and IT govern-

ance and, since 2013, as Group CIO with the responsibility

for the technology vision and the definition and implemen-

tation of the ICT strategy.

45


- Generated more revenues from products and custom-

ers. Continuous digital innovation around the customer

experience across multiple channels is key to survive and

grow in the online gaming sector where the competition

is fierce. Martinelli and his team were instrumental in help-

ing the Digital Games Business Unit grow by implement-

ing a new architecture that integrated Big Data, real time

customer analytics and a marketing automation platform.

They integrated the best solutions vertically, developing

internally where they couldn’t find anything satisfac-

tory. The business continuously draws on this solution

for statistical algorithms and customer data to interpret

customer behavior and identify and anticipate custom-

ers’ needs and preferences. The system then identifies the

“next best action” that would most effectively address a

specific client’s requirements. Within a short period, this

new approach improved significantly the business’ most

relevant business KPIs – e.g., Customer lifetime value

increased by 15% and ARPU (average revenue per user)

increased by 10%.

- As head of a key change management program at Sisal,

Martinelli introduced several competence centers, in-

sourcing the most relevant technical skills (previously fully

managed by outsourcing) to enable a stronger govern-

ance of skills related to Sisal’s strategic platforms. The

Digital Competence Centre was set up to foster digital

skills to push Sisal’s digital offerings in both on-line and

retail channels. The Digital CC has also promoted a

new development approach based on Agile methodol-

ogy, piloting it in several projects, involving Operations

and sharing positive and negative lessons to the other IT

structures.


- In such a competitive market, the key success factor is to

differentiate you through customer experience, by lever-

aging new technologies

- Don’t wait to innovate because the customers’ habits

could change faster than you

- Be brave in the technological evolution also where

everything is looking good, the speed of changes could

overwhelm you soon


EntertainmentActivity:

Lottery, Gaming and BettingTurnover (EUR):


1,800

46

Laurent MaumetVP Quality and Operations SupportSoitec

ABOUT SOITEC

Soitec (Euronext, Paris) is a world

leader in manufacturing innova-

tive semiconductor materials. The

company uses its unique tech-

nologies to serve the electronics

market. With 3,600 patents world-

wide, Soitec’s strategy is based on

disruptive innovation to respond

to its customers’ needs for high

performance, energy efficiency and

cost competitiveness. Soitec has

manufacturing facilities, R&D cent-

ers and offices in Europe, US and

Asia. For more information, please

visit www.soitec.com and follow us

on Twitter: @Soitec_EN.

ABOUT LAURENT MAUMET

Laurent Maumet joined Soitec in 2006.

Appointed Vice President of Quality and

Operations Support in 2015, he is also

leading a company-wide program to

change the organisational culture and

transform Soitec into a great workplace.

Recognised for his innovation in infor-

mation technology and leadership in

strategic projects, Maumet oversees vari-

ous functions supporting operations - IT,

Procurement, Supply Chain and Quality.

Prior to joining Soitec, Maumet served

as project leader at UNILOG (now

CGI) where he successfully managed

key IT projects to implement IoT-based

solutions.

Maumet holds a Master’s Degree in

Information Technology from INSA, a

leading engineering school in France.

47


- Designed and implemented a significant program to

transfer IT into the cloud (“Sky IT”). This consisted of de-

veloping a cloud first IT roadmap; deploying service now

for ITSM and business processes in 2012 and Google apps

for mail, calendar, and collaboration in 2013; migrating of

VMs to Amazon IaaS starting in 2014; and reshaping the

IT team in term of skills and organisation (for example,

streamlining the infrastructure team from 11 to 5 people,

and introducing a dedicated “digital transformation” team

of 5 people). As a result, they reduced IT costs by 50%;

transformed the role of IT into an innovative business

partner; increased user satisfaction from 8.2/10 to 9.6/10;

increased variable costs from 20% to 41%; and improved

and simplified business processes. Based on the success

of these efforts, Maumet is now entrusted with leading a

company-wide transformation program, with the objec-

tive of changing Soitec’s culture. The profound change

involves rethinking the way work gets done and aims at

making Soitec a “great place to work” with higher agility,

efficiency and capacity to innovate.

- To accompany Soitec’s launch into the solar business,

100% of IT was transferred into AWS Cloud.

- The application was a “SCADA” application that monitored

the solar plant. This application had to get data from

power plants all over the world and present data to Soitec

teams and customers across multiple channels (e.g.,

web browser, phone, or PC). During the ramp up, this

allowed Soitec to avoid investing CAPEX and to be very

competitive in delivery time, as implementation effort was

minimum.


- Think big, start small

- Culture eats strategy for breakfast. Culture determines

how things get done. It is therefore extremely important

to work on the team culture change

- The vision has to be held by the top management with

conviction and implemented at all levels of the organisa-

tion in an agile, decentralized, experimental approach.


TechnologyActivity:

Semiconductors for electronic and energy industriesTurnover (EUR):


1,000

48

Luis NewtonPresidentEstrela Borough

ABOUT LUIS NEWTON

Luis Newton is President of Estrela

Borough since 2013, being responsible

for quality of life improvement to all

constituents. Digital Transformation and

Change Management have been key

focus areas. He is also involved in lob-

bying for a digital and citizen engaged

government.

Luis is a passionate leader, inspiring his

team and its constituents that public

sector should be solution based instead

of problem based. He also believes that

public governance models can drive

innovation.

Before joining Estrela Borough, he

was advisor for the Secretary of State

of Culture in 2011 and 2012. In 2013,

he embraced a new role before be-

coming a candidate for Estrela: PSD

Parliamentary Group Advisor.

Recently, he was chosen as Portugal’s

CIO of the Year 2015 – Public Sector.

ABOUT ESTRELA BOROUGHEstrela is a Portuguese borough,

located in the municipality of Lisbon.

This new borough was created with the

2012 Administrative Reform of Lisbon,

merging the former boroughs of Lapa,

Santos-o-Velho and Prazeres. The

population in 2011 was 20,128, in an

area of 4.60 km²

49


- While Newton may have a small IT unit (he is one of two

FTEs), the unit has helped the borough in Lisbon leverage

digital technologies in ways have had significant positive

impact on citizens. Their priorities are based on the belief

that “the citizen is the true sensor of smart cities” and, with

the help of digital technologies, have started to re-structure

local public services with this new approach in mind,

wasting fewer resources and ensuring real problems get

solved. First, they developed a platform called GeoEstrela to

enable citizens to report an incident (e.g., trash on a street)

and track the status of the incident. When an incident is

resolved, a photograph is added clearly showing the differ-

ence between “before” and after”. And the citizen has the

final say about the quality of the intervention (it is settled

only when he agrees with the solution). GeoEstrela was

also designed to address three problems that similar ap-

plications recurrently faced: ensure real time interactions

in a proximity context; simplify process for reporting; and

provide clear and rich responses. Finally, the platform ena-

bles officials to develop better key performance indicators

to improve public space management and land planning.

- On the platform GeoEstrela, Newton orchestrated the

development of Street Cleaning, the digitalization of the

process of managing street cleaning. The transformation

resulted in benefits such as a significantly simpler process,

collection of real-time data regarding what needed to be

done and what had already been done, real-time maps of

where incidents are, and new metrics that were significantly

more relevant to both the service providers and citizens.

- With this platforms and a series of apps that build on it,

civic engagement has increased by 1200%. Most important,

greater transparency (awareness of most incidents occurs

in less than 4 hours of the incident) has helped officials

hold contractors more accountable and help contractors

work more productively. As a result, incidents are resolved

an estimated 125% faster.


- Public sector should be the main innovator, changing its

role from blocker to facilitator

- Do not fear transparency, it is the ultimate enabler for

citizen engagement.

- Do not ignore the elephant in the room. Discomfort is

where insights are born.


GovernmentActivity:

Borough in the community of LisbonTurnover (EUR):

3,8MEmployees (FTE):

160

50

Sebastian SaxeCIO & CDO SmartPORT Hamburg

ABOUT SEBASTIAN SAXE

Sebastian Saxe started his career in the

City of Hamburg and since 2009 he is

Board Member of the Hamburg Port

Authority (HPA). Hamburg´s Port is one

of the largest ports in the European

Union and among the biggest ports in

the world. As CIO and CDO Sebastian

Saxe has his main focus on the port’s

IT strategy and the digital transforma-

tion of the company and its intermodal

logistical chain.

Currently he is strongly involved in

building the smartPORT of Hamburg.

The main goal is to make use of all IT

megatrends, like Internet of Things, Big

Data, Cloud Computing and Mobility to

maximize the efficiency in the logistic

hub of Hamburg.

Sebastian Saxe holds a PhD in math-

ematics and was one of the CIOs of the

year in 2012. Under his guidance the

HPA won various prices in the field of IT

technology and started its transforma-

tion in the digital age.

Recently he was chosen as Germany’s

CIO of the year 2015 for small and

medium-sized Enterprises.

51


- Dr. Saxe and his team have been leading an ambitious “smartPORT

logistics” project to enable the Port of Hamburg to handle 50

percent more containers by 2025 while maintaining its size. HPA

realized that it could only accomplish this goal by leveraging digital

technologies to significantly improving the business processes.

- SmartPORT logistics consists of 21 separate projects, all connected

through a new IT platform. The projects can be roughly divided in

2 categories: Infrastructure Management and Traffic Management.

Most infrastructure projects leverage the Internet of Things to

develop predictive maintenance services, such as making railway

switches more intelligent by installing sensors into them and iden-

tifying through a software control center which ones needs to be

repaired any incidents may happen. The focus of the traffic man-

agement projects is on the integration of data from three different

modes of transport: roads, water and railways and also movable

infrastructures like lift or flap bridges. By integrating, analysing and

presenting these data in real time, multiple stakeholder groups are

better able to coordinate their work.

- To help the teams working on each project manage the complex

dependencies across multiple projects, the IT Group develop

three different user stories, which included 13 of the projects.

One story describes how a container is transported from the port

of Hamburg via truck to Berlin and how 5 projects support the

process.

ABOUT SMARTPORT HAMBURGOver the next years the Port of Hamburg

aims to become a “smart” port. “Smart”

means the exchange of information to

increase the quality and the efficiency of

the port as an important link in the supply

chain.

The Hamburg Port Authority (HPA) strives to

increase the efficiency of the port as an im-

portant link in the supply chain. smartPORT

logistics is synonymous for smart traffic and

trade flow solutions in the Port of Hamburg,

taking account of both economic and

ecological aspects. A special focus of the

project lies on infrastructure, traffic flows

and trade flows.

The smartPORT energy concept reflects

our efforts to make the Port of Hamburg

less dependent on conventionally gener-

ated electricity by switching to renewables.

We aim to promote eco-friendly mobility by

redistributing energy, thus reducing energy

consumption and saving costs.


- Sometimes you have to break rules to introduce innovations

- Take your people with you and allow mistakes

- Have the IT megatrends in mind


GovernmentActivity:

Port authorityTurnover (EUR):

naEmployees (FTE):

1,800

52

Michel van HoutVP ICT & CIOTransavia

ABOUT TRANSAVIATransavia, a member of the AIR FRANCE

KLM Group, operates scheduled and

charter flights to more than 110 des-

tinations, primarily in Europe and

Northern Africa. Transavia has 50 years

of experience and is the accessible

low-cost airline in Europe, leading in

hospitality, service and digital services.

Transavia offers an attractive basic price

for both leisure and business travel-

lers with additional (paid) products and

services. Transavia carries 11 million

passengers a year and operates with

a young and environmentally friendly

fleet. Transavia offers flights from its

seven hubs in three European mar-

kets; the Netherlands (Amsterdam,

Rotterdam/The Hague, Eindhoven), and

France (Paris, Nantes and Lyon) as well

as from Munich in Germany.

ABOUT MICHEL VAN HOUT

Michel van Hout has taken his position

within Transavia mid 2014. Before that,

he had the IM position for airport, cock-

pit & cabin crew and operations control

at KLM Royal Dutch airlines. That’s also

where his business career started in

the early nineties after completion of

his studies in business econometrics.

Within KLM he had several business

positions both in commercial as well as

operations.

A common denominator in his results

was that he elicited business change.

Over years these changes became more

and more dependent on ICT. That’s

where his strength is: creating business

value. That’s what drives him.

He likes to work in a professional envi-

ronment where clear goals have to be

achieved. He is perceived as analytic,

structured, cost conscious and results

driven. He easily translates strategy into

results and makes a change happen.

Within Transavia he took the helm to ac-

celerate the agile way of working for all

passenger and employee driven innova-

tion. In the meantime the stability of the

running ICT has improved and a plan has

been kicked-off to source smartly.

53


- Enhanced the experiences of customers and employees.

Van Hout and his team have leveraged digital to transform

how the airline company operated and engaged with

customers. Of utmost priority was to remove any points of

friction from the perspective of customers. They upgraded

their website to make it clearer, easier and more transpar-

ent to purchase tickets and check-in; to sell extras (e.g.

luggage, seat reservations, insurance); and to sell pack-

ages (branded fares) and thereby introduce new business

models. They also improved the number and way they

engage with customers multiple touch points along the

customer journey (orientation, search & book, add & alter,

check-in at the airport).

- Van Hout and his team also improve customer-facing op-

erations by empowering customer-facing staff (including

contact workers) to solve any customer challenges. For

example, the cabin crew now has tablets that they use pri-

marily as the demand-and-supply system onboard and as

well as the cash register. With wifi-technology on board,

these tablets synchronize. They are also used for providing

“nearly real-time” feedback and information to the ground

organization. Cockpit crew will follow shortly.

- Focus on value-added activities. Van Hout has lead the

firm’s sourcing strategy. As a result, his internal IT group

was reduced by 40% (no one lost a job; they were em-

ployed elsewhere), delivery of IT services improved, and

the costs of running them dropped significantly. Most

important, it enabled IT to change its role to business

partner and focus on expanding and improving the use of

agile teams throughout the firm. The results are already

promising: the costs per story point go down ~5-10% and

the code quality improves.

- Finally, Van Hout succeeded in getting his colleagues and

partners to define and agree on very important architec-

tural principles and governance for Transavia’s innovation

portfolio. This has lead to greater reliability and re-use.


- It’s the people you work with who deliver: treat them well

- Make sure your resources are always scarce forcing your

staff to choose and optimize continuously

- When you and your team do not understand the impor-

tance and magnitude yet, do not embark


TransportActivity:

Airline carrierTurnover (EUR):


2000 (avg.)

54

CREATING A SMART SOCIETY

Rob van GijzelMayor of Eindhoven Region and Chairman of the City Board

RESULTS

Each year, the Mayor releases a report on the

economic trends and competitiveness of the

Brainport Eindhoven Region. The Brainport

Monitor 2015 was the eighth successive an-

nual edition of the Brainport Monitor. It found

that economic recovery continues in Brainport

Eindhoven Region – in many respects, more

so than the rest of the Netherlands. The fol-

lowing figures support this:

- Brainport Eindhoven Region experi-

enced an economic growth of 2.1% in

2014, against a national average of 0.9%.

This is due in part to the high-tech and

manufacturing industries that have been

traditional strengths of the region.

- Industrial exports rose by 5% to €14 bil-

lion; above the national figure.

- The top R&D companies maintained their

investments in 2014 (a total of €2 billion),

something companies in the rest of the

country were not able to do.

- Brainport companies derived 43% of their

revenue from the sale of new products,

making these companies more success-

ful in innovation than their counterparts

in the Netherlands like Amsterdam and

Rotterdam.

- The region is also an attractive place to

live; in 2014 more people from abroad

and within the Netherlands came to live

in the region than left it.

These kinds of results are consistent with the

results of the world’s most competitive com-

panies. To achieve and sustain them requires

digital leadership from beyond the IT Group.

In addition to a Chief Information Officer (or

equivalent), organizations in all sectors need

all of their CxOs to serve as digital leaders.

Mayor van Gijzel is a role model for what it

takes to be an effective digital leader.

In 2011 the Intelligent Community Forum

selected Eindhoven as the ‘World’s Smartest

Region’, ahead of regions around Seoul and

Silicon Valley1. Since earning the award, van

Gijzel has been continuously presenting the

City of Eindhoven on a global stage to help

other communities leverage digital technolo-

gies for development. In 2013 van Gijzel was

elected to chair the ICF.

1 The Intelligent Community Forum is a global network of cities and regions with a think tank at its center. Its mission is to help communities use information and communications technology (ICT) to create inclusive prosperity, to tackle social and governance challenges and to enrich their quality of life.

CRITICAL SUCCESS FACTORS FOR CREATING A SMART SOCIETY: A SELECTION

The Mayor and his administration have realized multiple factors that have contributed to such

outstanding performance – for the region overall as well as for companies and residents in the

region. What follows are three that are especially outstanding.

Co-Innovation: Collaborating across different kinds of categories

Five ‘i’s can be identified as being new forms

of collaboration, which function as signposts

to the new age.

1. Industrial collaboration – Open inno-

vation is focused on the fact that most

companies need to work with external

stakeholder groups (even at times com-

petitors) to successfully realize the scope

and quantity of digital innovation neces-

sary for competitiveness. Digital innova-

tion consists of better and new products

and services, as well as linking production

processes, digital or otherwise.

2. Intersector cooperation. Traditional gov-

ernments have focused on developing

vertical sectors, often to the detriment

of cross-sector collaboration. However

citizens often demand solutions that span

multiple sectors. Cross-sector collabo-

ration is essential for developing more

comprehensive and relevant solutions for

citizens.

3. Interdisciplinary collaboration: input

from multiple disciplines, such as techni-

cal or economic, leads to other innova-

tive solutions. For example, Eindhoven

municipal council employs a designer to

monitor its policy processes. “Designers

don’t only make beautiful things, they

also have a different way of looking and

thinking, allowing them to come up with

different solutions.”

4. Inclusive thinking. Residents and con-

sumers should be involved in new

products and services from the begin-

ning. This will increase the chances that

industry will supply products, services

and technological applications for which

there is a need. Inclusion is a process that

start with interests, rather than endpoints

(the future is too uncertain and complex

to be able to know where we want to end

up), and includes citizens together with

other stakeholder groups.

5. International alliances. It’s been a long

time since the world stopped at city,

regional or national borders. Cities aiming

for economic success have to participate

in worldwide networks and play on inter-

national stages.

Establishing a space for inclusive collaboration and experimentation: The Brainport Foundation

Beginning of the 90s, as a reaction to mass

unemployment in the region, 21 mu-

nicipalities around Eindhoven established

a program for economic collaboration and

stimulation with the help of funding from

the European Commission. This program

was so successful that it evolved into what

is today known as the Brainport Foundation:

a publically funded processes for multiple

stakeholder groups to regularly engage,

collaborate and collectively make sense

of and solve key challenges for citizens by

means of continuous experimentation. The

Foundation aims to enhance the Brainport

region as one of the high tech centres of

Europe and an important pillar of the Dutch

economy which it is today. By combining

high tech and design with world class quality

industry (e.g. AMSL, Philips, NXP) and entre-

preneurship, solutions for the challenges of

tomorrow’s society are developed.

Allowing Co-Experimentation

“Since we don’t yet have all the answers,

I say to the Cabinet: give the largest re-

gions the right to experimentation now, as

long as they meet a number of conditions.

Experimentation, experimentation, experi-

mentation; I can’t say it enough. Look at the

way you could implement administrative and

technological innovations, and promising

social initiatives, the way you could position

existing interests in there. Naturally, it’s a pro-

cess of trial and error; sometimes it works,

sometimes it doesn’t. We are tentatively

trying, in Eindhoven’s administration culture,

to work towards that new reality. As far as I

know, Eindhoven is the only city where the

council’s program says that we are allowed

to make mistakes.” Rob van Gijzel.

Sources - The Brainport Monitor 2015

(www.brainportdevelopment.nl)

- ‘The City that Creates the Future, Rob van Gijzel’s Eindhoven’ URL: http://www.lecturisbooks.nl/en/webshop/the-city-that-creates-the-future/101616

58

About CIONET

We are CIONET, the biggest com-

munity of IT executives in Europe.

Bringing together over 6000 CIOs,

CTO’s and IT directors from wide

ranging sectors, cultures, academic

backgrounds and generations, CIONET’s membership

represents an impressive body of expertise in IT man-

agement. CIONET’s mission is to feed and develop that

expertise by providing top-level IT executives with the

resources they need to realise their full potential.

CIONET develops, manages and moderates an integrat-

ed array of tools and programs from the online CIONET

platform – the world’s first social network for CIOs –

to a range of offline networking events, conferences,

workshops and executive education programmes all

tailored to top-level management. CIONET also provides

exclusive access to the latest research through regular

online and offline publications and a number of value

adding partnerships with key players from the academic

and corporate worlds.

Faced with the rapidly changing role of today’s IT

executive, CIONET not only helps its members keep up

with the pace of change but empowers them to take

an active role in shaping the future of their field, always

challenging them with “What’s next.”

About Cegeka

Cegeka is a successful independent European ICT com-

pany helping customers to optimise their ICT infrastruc-

ture and develop and implement business applications, as

well as assisting with IT specialist staffing and outsourcing

services.

Founded in 1992 by Belgian entrepreneur André Knaepen,

Cegeka currently employs over 3,600 people throughout

Belgium, the Netherlands, Germany, Italy, Austria, the

Czech Republic, France, Luxemburg, Poland, Romania

and Slovakia.

For 2015 Cegeka expects a turnover close to €370 million.

This marked our 12th consecutive year of double-digit

growth, which we plan to continue both autonomously

and through growth-oriented strategic acquisitions in

order to complete our portfolio and enlarge our footprint

where needed.

Our motto ‘in close cooperation’ is an integral part of

Cegeka’s unique DNA. Our local presence, combined

with the strength of our Europe-wide structure, allows us

to assist our customers with a broad range of ‘connected

services’: enterprise cloud services, application services,

agile coaching and outsourcing services to reduce costs,

increase productivity and enhance business success for

customers.

This report is designed to help busi-ness leaders who are concerned about digital disruption and are keen to become competitively agile. It consists of profiles of 22 digital leaders – all of whom have been selected by peers as the most accomplished in their respec-tive countries – with valuable insights into how they have helped transform the disruptive potential of digital tech-nologies into competitive advantages.

Twenty-two digital leaders from nine

European countries participated in as

finalists of CIONET’s CIO of the Year

contest 2016. Together with their teams,

these leaders have accomplished suc-

cessful transformation of their organisa-

tion, hereby creating a substantial im-

pact on the overall business. They have

done so in various ways, adapting to the

prerogatives of their company’s culture,

aspirations and specific environment.

This report contains the profiles of these

digital leaders, as well as their major

achievements in recent years and the

key learning they have taken from this

experience. This report will serve as a

source of new ideas for other digital

leaders aspiring to contribute to the

success of their businesses. They will

also inspire businesses to better under-

stand the vital role technology has to

play in obtaining the maximum value

from their digital initiatives.

The 2016 Digital Leadership Report

Orchestrating Digital Leadership

Empowered by

Organized by

What’s next.

EcotyReport16_web

Documents

Transcript of EcotyReport16_web