5 best tweets / quotes / things we learnt – London CIO Event 2017
Held at the Ham Yard Hotel Soho, London, almost 200 CIOs and technology leaders gathered to hear the results of the 2016 Harvey Nash / KPMG CIO Survey.
Our photographer was there to capture it all. Take a look in our photo album.
The panel were:
• Paul Coby, CIO, John Lewis Partnership
• Jane Moran, Global CIO, Unilever
• Lloyd Price, Co-founder, Zesty
• Simon McCalla, CTO, Nominet
Panel host: Albert Ellis, CEO, Harvey Nash Group
TWEETS – 5 OF THE BEST
QUOTES – SOME GOOD ONES…
Paul: “I don’t believe in outsourcing large parts of IT. You are outsourcing your wallet. But I do believe in having partners who understand your business. We need to keep our knowledge.”
Albert: “We need to keep our corporate memory.”
Paul: “Good luck with trying to be agile over 5000 miles and two continents. It puts a real duty on CIOs to keep the skills in their team up to date.”
On millennials and an ageing population…
Jane: “There has never been a more exciting time to be in technology. We have a liquid workforce…I need people from university, and I also need people who remember COBOL…my older staff don’t want to leave, they often just want to work less hours. A blended workforce is a good thing to have.”
Lloyd: “You’ll be surprised about what older people do. There is disinformation in the press about Tech being driven by millenials…it’s actually the older people who have time and money. It’s all in wearable – hardware enabled software is where it’s happening.”
On privacy, GDPR and WannaCry…
Simon: “GDPR is moderately terrifying. But we will be better for it.”
Jane: “My board now understands why we need to patch.”
Paul: “Don’t be complacent, keep up to date, prepare for the worst.”
Albert: “Fear is a great motivator.”
Jane: “I want to get to a point where people are paying for my personal data.”
Albert: “It’s very difficult to disrupt yourself. It can only be through acquisitions.”
Lloyd: “M&A is the new R&D.”
Lloyd: “Uber before you get Kodak’d. A lot of companies don’t get close enough to their customers. Uber started with high-end limos but were agile enough to change their model to stay in business.”
5 THINGS WE LEARNT
1. Uncertainty creates opportunity.
- Whether it was the surprising result from the U.S. elections, or Brexit, or the increasing levels of more localised political and economic change in Latin America and Asia Pacific, it seems CIOs have become more used to unpredictable circumstances in the last year.
- 64% said they have changed their tech plans due to uncertainty.
- The focus is building stable IT, but also a more nimble organisation to adapt to an unpredictable future.
2. CIO influence grows.
- In unpredictable times the strategic influence of the CIO continues to grow.
- For the first time in a decade, more than seven in ten respondents (71 percent) believe the CIO role in their organization is becoming more strategic.
- A couple of years back we reported on the rise of the CDO and the growth in shadow IT, speculating whether the influence of the CIO is ebbing.
- What this year’s survey shows this is very much not the case, perhaps buoyed by the board’s priority for the CIO to get back to basics. Something that CIOs are very good at.
3. But who drives innovation?
- Despite the growing influence of the CIO, there is still much more work to do.
- When it comes to innovation there is a clear gap between the role CIOs want to perform, and the role they are actually performing.
- Sixty percent believe the top IT leader should be leading innovation across the entire business, when in fact only 26% actually are.
- The reality right now is that many IT leaders are having a pivotal role in the technical element of innovation, but not the business element.
4. Cyber threat grows.
- Although this CIO Survey was taken before the WannaCry attacks, it does reflect an ongoing trend of increasing threat.
- Almost a third of respondents (32 per cent) reported that their organisation had been subject to a major IT security incident or cyber attack during the past 24 months, up from 22% 2014. Insiders are the biggest growing threat.
5. What sets the 18% ‘most digital’ organisations apart? A Digital Leader…
- Builds a stable and secure infrastructure. For the CIO to lead on other things they must lead on technology. And that requires a razor sharp understanding of technically how things fit together.
- Makes aggressive investments in agile and disruptive technologies. Digital are investing far more aggressively in cloud and forcing the pace of adoption across all elements. This is really important as cloud is the core foundation to enable all other elements of digital. Cloud forces a different operating model – driving away from direct control, with budget being driven in many different places.
- Aligns business and IT strategy, from front to back office, Digital leaders are tilting the model from functional siloes to end to end processes and journeys.
- Is focused on innovation and growth. Its about driving the discussions around what ‘might be’ not ‘what is’. This is only possible when you have done the other three things. You need to have a stable platform, automation driven to the highest level and the architectural capability to understand how to dissect business opportunities to a technology solution.
Thank you to everyone who took part, and who continue to make the CIO Survey events a great way to share knowledge and insights.
We are stregthening our team in Malmö with the recruitment of Maria Pettersson, starting as Consultant. Maria Pettersson has almost seven years of experience from the recruitment industry and joins us most recently from a role as Consultant Manager, focusing on roles within Financial services. She also brings experience from working with IT…
This week we had a new colleague joining our team in Malmö. Nandie Olsson will be our new Researcher working across a broad range of functions to assist in our assignments within the regions of Skåne and Öresund. "I look forward to getting started working in my profession and being part of the team…
In an increasingly changing business environment with high workload and demands for rapid adaptation, more businesses find the benefit of being able to quickly solve skills shortage by taking on an interim consultant. Who wouldn’t want the opportunity to bring in another pair of eyes to get help and ensure that you spend time doing…