European Digital Leadership report 2016 by CIONET

Orchestrating Digital Leadership The 2016 Digital Leadership Report

Organized by

Whatâ&#x20AC;&#x2122;s next.

Empowered by

Contents Intro 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 enterprises. 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 organization. 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 Europeâ&#x20AC;&#x2122;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 complementary 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 organization does not offer its customers better services or better solutions or new customers new solutions, then others will and are already likely trying to do so. To transform the disruptive potential of digitization into competitive advantages, firms need to expand their portfolio of digital innovation. Chief Information Officers (and their

equivalents) have pioneered the necessary transformations to deliver a broader portfolio 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 â&#x20AC;&#x201C; specifically, on what new, additional 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 continuously realize a portfolio of digital innovation that is much broader than before and also includes clusters of innovation that generate 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 competitiveness. 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 competitive customer experience at Telefónica, Phil Jordan and his IT Group focused on achieving critical operational improvements. 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 directed a 6-month effort of a global, crossfunctional team to develop a strategic

roadmap to boost the digitalization of products and services, customer engagement and the internal workplace. --

At Worldline, Birgitta Brys and her colleagues lead a significant transformation to provide higher quality and faster services 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 orchestrating 21 separate projects, all connected 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 transportation (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.

digital technologies optimized both operations 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 procedures, and emergencies. They developed the solution at a third less than commercially available alternatives, and have since begun to commercialize it.

At Grupo Prisa, Oscar Gómez collaborated with colleagues in the Education unit to offer a new set of educational services in LATAM that leverage digital and partners such as Apple, EPSON, Cambridge, ETS, HP, Microsoft, and Google.

More than ever before, several Finalists described 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 colleagues 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

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 customercentric 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, after providing real-time visibility into inventory, 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 competitive sector, Mario Martinelli and his colleagues have extended what it means to be “customer-centric” from generating more customers per product to also more revenue per customers. They have

focused on and succeeded in improving KPIs such as customer lifetime value, which increased by 15% and ARPU (average revenue per user), which increased by 10%. --

Of utmost priority at Transavia was removing any points of friction from the perspective of customers. Michel Van Hout and his group upgraded their website to make it clearer, easier and more transparent 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 colleagues to thank for improving government 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 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 considered more user friendly and more frequently updated than dedicated programs on TV.

At Fater, to develop better insights into consumers and stakeholders, Domenica di Francesantonio and his team, introduced 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 channels 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 successful bottom-up approach to promote collaboration and re-use across traditionally independent country units. His “codevelopment 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 ensure synergies and respect local market differences, they created the new technology capabilities based on a modular architecture. Consequently, employees produce a learning method 25% faster, on average.

t Halfords, Ana Barsby introduced A career paths to ensure everyone in IT had something to work towards. Every role in the department now has 3 levels

An organization is unable to be customerfocused 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 handoff 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 transforming their organization’s culture into one of digital innovation.

After reducing IT costs by 50% and transforming the role of IT into an innovative business partner, Laurent Maumet was charged to lead a company-wide transformation 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 agility, efficiency and the firm’s capacity to innovate.

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 deliver a portfolio of digital innovations that is significantly more diverse than before. Just a few years ago, in most firms, digital innovation 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 customer 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 making individual processes more productive; the employee experience must also be improved. If a company does not take advantage of the opportunities, others will.

ABOUT THE CUSTOMS AGENCY INFORMATION SERVICE

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

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 verifications only on high risk situations, disseminate clear and consistent information to maximise compliance 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 (manifests 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 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, â&#x20AC;&#x153;Il Trovatoreâ&#x20AC;?).

ABOUT THE COMPANY Sector:

Government Activity:

Customs agency Turnover (EUR):

70B Employees (FTE):

10,760

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) procedure, which involved the full digitalization of cargo documentation 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 participating 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’ increasing 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 stakeholder 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 attracting and protecting as much trade as possible.

o ensure the success of innovations, Alvaro has deT 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.

MAJOR LEARNING & ADVISE --

ontinuous staff training to disseminate the culture of C 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 techniques typical of PM and process analysis.

I t 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 implement the ensuing improvement tracks.

David Ferreira Alves CIO Sonae

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, eCommerce and Modelo Continenteâ&#x20AC;&#x2122;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 PortoÂ´s University, he has attended many executive programs 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 telecommunications 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.

ABOUT SONAE Sonae 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 prosperous, 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 number of people.

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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 organized around three clusters of services (Think; Deliver; Run) that are complemented by a set of vertically integrated areas that embody bimodal IT (BI, Digital Channels, Infrastructure and Workplace). The new structure was less hierarchical, giving more employees the ability to challenge, 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 transforming old roles and re-enforcing new ways of leading. For example, the offices consisted of open spaces with hot seating - 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 functions increased by 112%; delivery lead time was reduced by

ABOUT THE COMPANY Sector:

Holding Activity:

Retail, Finance, Technology & Telecom

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 providers to piece together a distinct and competitive offering.

MAJOR LEARNING & ADVISE --

here is no winning recipe, you have to constantly adapt T to the new contexts

I f you want to be on top of your game you have to be engaged with the different communities (business, partners, tech hubs, academia)

he key to technological disruption will be the people and T not the technology

Turnover (EUR):

5B Employees (FTE):

40,000

ABOUT THE COMPANY Sector:

Automotive Activity:

Peter Bal

Commercial vehicle technologies

CIO WABCO

Turnover (EUR):

2,4B Employees (FTE):

12,000

ABOUT PETER BAL Peter Bal joined WABCO in January 2007 as Chief Information Officer. In October 2009 his position was expanded 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 cooperative providing messaging services to most of the world’s banks. Previously, Bal worked nine years at Belgacom, a

ABOUT WABCO leading telecommunications company based in Belgium, where he held a number of senior IT leadership positions, 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.

WABCO 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 industry firsts behind it, WABCO continues to pioneer breakthrough innovations for advanced driver assistance, braking, stability control, suspension, transmission automation and aerodynamics for the world’s commercial truck, bus, trailer, car and off-highway manufacturers. WABCO reached a turnover of $2.6 billion in 2015.

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For the past 9 years, Bal has lead WABCO’s expansion from IT service excellence over business process excellence 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 crossfunctional 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 concepts, 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, customer 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 leaders 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.

MAJOR LEARNING & ADVISE --

ix humility with ambition: Avoid complacency to be open M to detect opportunities and build successful external partnerships. However, be ambitious – be an entrepreneur in your organization.

earn from the best: Invest in best practices sharing and exL 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.

Anna Barsby CIO Halfords

ABOUT ANNA BARSBY

ABOUT HALFORDS

With a strong background in IT/Change leadership and transformation, Anna is part of the Halfords senior management 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 transforming IT Departments, clients were Whitbread, Aviva and the Financial Services Authority.

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.

Anna is currently number 1 in the UK CIO100 list in 2015 and also won the Women in IT CIO of the Year 2014.

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 encompasses 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 WeRepair service for cycles.

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Barsby and her team succeeded in significant transforming IT during a time of significant business growth. Over the past 3 years they delivered a fundamental infrastructure, 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 significant 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 internally facing dept, not integrated into the business or aligned to their goals. Barsby introduced a new set of roles, including a Strategy and Planning team to own IT’s 3 year strategy and ensure it gets delivered. The team includes infrastructure, solutions and data architects, as well as Security.

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, virtualising 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.

She also introduced career paths to ensure everyone has something to work towards. Every role in the department

ABOUT THE COMPANY

MAJOR LEARNING & ADVICE

Sector:

Place yourself and your team at the centre of the business, 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 behaviours are changing, digital provides both challenges and opportunities in reaching those customers and making their interaction with your business different

Retail Activity:

Cycling and motoring retailer Turnover (EUR):

1,3B Employees (FTE):

10,000

Carlo Bozzoli Head of Global Information and Communication Technology Enel

ABOUT CARLO BOZZOLI Carlo Bozzoli was appointed Enelâ&#x20AC;&#x2122;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 businessâ&#x20AC;&#x2122; 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 becoming 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 responsible for metering, energy balance, energy traders management, grid connection, 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 associations and the Management Academy for ICT Executives at the School of Management of the Polytechnic University of Milan.

ABOUT ENEL As a truly global business, Enel is perfectly 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 kilometers of grid network, supplying the largest customer base of any European energy company. By combining its unique scale and reach with new opportunities in a more connected world, Enel is shaping the future of energy and is committed to becoming a carbonneutral company by 2050.

A SELECTION OF ACCOMPLISHMENTS --

Rationalize and simplify the operational backbone: Bozzoli and his team have been tasked to simplify the firm’s portfolio of almost 1800 applications and almost 100 technologies. 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 better leverage the innovation capabilities of suppliers. With a stronger operational backbone, IT will enable other functions 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 ambitious rationalization of the application portfolio and the migration to the AWS public Cloud.

MAJOR LEARNING & ADVISE --

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

Bozzoli and his team developed a successful program that accelerates the process of transforming their organization’s culture into one of digital innovation. The program, 6Digital, is multi-functional. It begins by identifying “evangelists” throughout the world within Enel. These are employees 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.

ABOUT THE COMPANY Sector:

Utilities Activity:

Energy provider Turnover (EUR):

76B Employees (FTE):

65,000

ABOUT WORLDLINE

Birgitta Brys COO Worldline Benelux

ABOUT BIRGITTA BRYS Brys is COO of Worldline Benelux (previously Banksys), a global player in the processing of electronic payments and transactions. She has an extensive background in customer service and information 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 experience. Continuously building bridges between stakeholders applying best practices and developing sustainable customer relations are her most important objectives. Organizational transformation is done through harmonization and business integration while forging strong relationships.

Since September last year she is also managing the international transformation program TEAM, a program that leads to yearly efficiency gains by improving the Worldline operating model, leveraging 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 improve performances. She holds a master in Physics of the University of Antwerp, followed management education and trans-constellation programs at Vlerick and Solvay and the Atos Gold Program at HEC University.

Worldline is connecting and securing transactions on a daily basis. With its technological expertise covering the whole payment value chain, and with millions of highly critical transactions running through their systems, Worldline creates and operates digital platforms that handle all the transactions between a company, its partners and its customers.

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Transformed organization: To keep up with rapidly changing 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

cantly high quality and faster services to Alliance partners (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). --

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-

ABOUT THE COMPANY Sector:

Finance

MAJOR LEARNING & ADVISE --

latformizing & building bridges are key to transform P your organization and to be ready for the future

I nclude change and ambiguity in your management approach while finding the right balance between business targets and operational excellence

ollow technological trends closely, hire innovation F specialists to follow market trends and be ready to act towards your clients when the moment is there

Activity:

e-payment services Turnover (EUR):

327M

Developed “Fast Activation” to enable sales and field service 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 improvements 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.

Employees (FTE):

1,000

Philippe Courqueux CIO Cora

ABOUT PHILIPPE COURQUEUX

ABOUT CORA

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

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.

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

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 experience and initiatives in a regionalized organization, with one objective: be the best in its town.

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In 2014, Cora launched a significant enterprise-wide transformation program called “Cora Commerçant”. The program was propelled by three ambitions, three pillars: 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 services 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 developed internally.

ABOUT THE COMPANY Sector:

Retail

MAJOR LEARNING & ADVISE --

o boost business performance in an economy that T is becoming increasingly digitized, it is necessary to improve both our relationships with customers as well as our employee’s satisfaction and efficiency.

I t is imperative to automate the process of preparing and deploying digital initiatives

ake sure to assist the end users in case of mass deM ployment of digital projects.

Activity:

Hypermarket chain Turnover (EUR):

4B Employees (FTE):

In 2010, the IT Group developed internally a Point Of Sales system that is now used throughout the company on approximately 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 employees 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 comments on how they did accomplished better performance in their store. They have also developed brief video tutorials (“tutos”) depicting best practices and best processes.

16,000

Erik Cuypers

ABOUT MAXEDA Maxeda DIY Group is a market leading DIY retailer that operates 376 stores across the Benelux with nearly 7,000 employees.

CIO Maxeda

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, renovate and construct their homes. Maxeda’s formats are customerfocused, 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 organizations through successful digital transformation, especially in e-business and Omnichannel. Erik is an inspiring leader with a strong business orientation always looking at ways to improve organizations. He focuses on the creation of value for shareholders, customers and employees. Erik firmly believes in the human capital of organizations and the leverage of empowerment: “Giving chances to people to let them grow”.

A SELECTION OF ACCOMPLISHMENTS Designed and enabled the successful transition to omnichannel 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 strategic pillars: --

olled out an RFID network to provide real-time visibility R 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. reate an efficient fulfillment strategy, including physical C and technological infrastructure and choices of which parts to outsource or not. Accelerate time by which webready products are brought to market

ABOUT THE COMPANY Sector:

Retail Activity:

Do-it-yourself stores

eveloped a consistent “look and feel” of products D across all customer contact points. Within shops, 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.

ollout customer-centric analytics, which meant collectR 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 organization. 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.

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Implementing omnichannel needs involvement from every single business unit.

he transition to omnichannel is about changing T business processes, business models and customer experience

ut most of all, it is about implementing a digital culture B throughout the organization.

Turnover (EUR):

1,3B Employees (FTE):

7,000

ABOUT FATER GROUP

Domenico di Francescantonio ICT Director Fater Group

For more than 50 years Fater has presence in Italian homes through its products: 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 company 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 successful 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 venture partner with the Angelini Group and Procter & Gamble with trademarks Pampers, Lines, Ace) as a senior developer, 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.

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Significantly enhanced agility, intelligence and customization of digital marketing. di Francesantonio and his colleagues developed a powerful in-house platform “Code In Bag” by cleverly reusing and building on existing capabilities. 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 encouraged 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 product 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

ABOUT THE COMPANY Sector:

Manufacturing

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 simplifying processes, increasing their efficiency and transparency, 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 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 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.

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igital has to be seen as an integrated strategy of all D business departments. It is not a technology project but a cultural one.

ur success is due to the fact that our team is comO posed of young people who ‘live and breathe’ digital. People come from all company’s departments and are ‘guided’ by the IOC.

igital must become a point of the company’s scoreD card. This way the focus of all the departments is always oriented to achieve results.

Activity:

Personal hygiene products Turnover (EUR):

915M Employees (FTE):

1,400

ABOUT THE GOVERNMENT OF CATALUNYA

Jordi Escalé CIO Government 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 opportunities 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 accelerates 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 providing all Information Technology and Telecomunicacions services for the Catalonian Government. Being CIO of Government of Catalunya he achieves outstanding results in efficiency, transformation of ICT services and promoting the ICT sector working with the Government in this project.

The Executive Council of Catalonia or Government of Catalonia is the executive branch of the autonomous 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.

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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 service delivery from 3 months to 1 day.

They had accomplished these results after a 4-year process 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 cloudbased architecture and then moving more than twothousand 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.); increasing bandwidth by 25x; reducing costs by 83%; and overall boosting the region’s competitiveness. Their efforts have

ABOUT THE COMPANY Sector:

Government Activity:

Government of Catalunya Turnover (EUR):

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 considered user-friendlier and more frequently updated than dedicated programs on TV.

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Go for it, discover.

igital disruption is not a technology issue. Relationship D with customers and employees, and information management are the key issues

uild opportunities to share between CIO and CxO. B Information is the raw material of new value.

420M Employees (FTE):

200,000

João Figueiredo ICT Director Santa 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 support 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 constantly 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 experience managing state-of-the-art technology operations for Healthcare Operations Unit of Santa Casa da Misericórdia do Porto (SCMP), turnaround and high-growth of full time job as CIO of all SCMP, since 2013.

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.

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

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.

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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 acquiring, 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 governance 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 partnered with specialized service providers to develop systems that help doctors and nurses minimize errors in

ABOUT THE COMPANY Sector:

Social Activity:

Health, Social Services, Culture, Education, Environment

the introduction of information and maximise time health professionals spend in caring for patient. Examples of new applications include a system to optimize the management 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, security and to provide visitors with customized information. They are using business intelligence to learn how to help different types of visitors and increase customer satisfaction, 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.

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igital Transformation is here to stay so we must deD velop solutions with disruption with the recent past

rive organizational alignment with CIO: Innovate New D Technology

eople Process Technology and Vision should always be P together: Orchestrate new initiatives

Turnover (EUR):

na Employees (FTE):

1,500

Sergio Garcia Cebolla CIO HM Hospitales

ABOUT SERGIO GARCIA CEBOLLA

ABOUT HM HOSPITALES

Garcia holds a degree in Computer Science Engineering from Antonio de Nebrija University since 2001.

HM Hospitals Private Hospital Group is the reference in the Madrid region and in Galicia and the second group care activity nationwide.

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.

Directed by Doctors and more than 4,000 employees at present, our goal is to provide quality medicine patientcentered 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 provide comprehensive management of the needs and requirements of our patients.

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While a significant part of the CIOâ&#x20AC;&#x2122;s time during the past years was spent on integrating 3 acquired hospitals, another significant part was spent developing in-house and rolling out new platforms, such as HOSMA 2.0, HIS (hospitality 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 improving patient experience. Leveraging these platforms, GarcĂa 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-

ABOUT THE COMPANY Sector:

Health Care Activity:

Private hospital group Turnover (EUR):

277M

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, GarcĂa, in collaboration with others, also developed 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 hospitals, under compliance of the Spanish Organic Law on Data Protection (LOPD). The process allows a patient and anyone accompanying her to obtain real-time information 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 average waiting times at consultation and emergency rooms, decreasing them by more than 18%.

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I nformation is power. The ability to access the right information in real time improves any business process

top considering ICT as a fixed cost. Every digital project S brings ROI for the company.

nderstand that ICT is not an end but a mean. A mean U that allows us to improve the processes inside our organization

Employees (FTE):

3,069

ABOUT GRUPO PRISA

Oscar Gómez Director Organisation, Resources and Technology Grupo Prisa

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 engineering 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, entertainment and education business unit for the leading company in Spanish and Portuguese speaking countries.

PRISA is the world’s leading Spanish and Portuguese-language business group in the fields of education, information and entertainment, thanks to its multichannel 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 Spokenword 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 growing Hispanic community in the US has given the group an Ibero-American dimension and has opened up a potential global market of 700 million people.

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Gómez and his team were instrumental in helping various 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 innovation from improving operations to also enhancing customer 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 transformation 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

MAJOR LEARNING & ADVISE --

“ 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.

echnology is an essential lever to transform busiT ness, its function must have the prominence that this process requires.

echnology organization should migrate from its T 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.

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 continuous evaluation of teachers and students; a methodology targeting the training of skills with didactic tools seeking 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.

ABOUT THE COMPANY Sector:

Media Activity:

Press, TV, Radio, Education & Publishing Turnover (EUR):

1,5B Employees (FTE):

10,168

Torben Høeg Bonde Head of Global IT Vestas Wind Systems

ABOUT TORBEN HØEG BONDE

ABOUT VESTAS

Torben Høeg Bonde heads the Global IT organisation at Vestas Wind Systems, a world leader in the manufacturing, installation and servicing of wind turbines.

Vestas is the only global energy company dedicated exclusively to wind energy - improving business case certainty and reducing the cost of energy for our customers.

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 professional 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 offerings. Bonde holds a Masters degree in Marketing and Business Science from Aarhus University, Denmark”.

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 competencies that cover every aspect of the value chain from site studies to service and maintenance.

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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 financial crisis. By 2011, Vestas was close to declaring bankruptcy. 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.

ABOUT THE COMPANY Sector:

Utilities Activity:

Wind energy provider

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 drawing 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.

MAJOR LEARNING & ADVISE --

lways challenge yourself and your organisation – A you will be surprised how much really is possible

he fundamental parameter of success is having T the right leaders – bad leaders drain and excellent accelerate

igital transformation demands significant changed D business- and operating model, new partnerships and therefore courage from Executive Management.

Turnover (EUR):

8,4B Employees (FTE):

21,000

ABOUT TELEFÓNICA

Phil Jordan CIO Telefónica

Telefónica, S.A., incorporated on April 19, 1924, is an integrated and diversified telecommunications group operating 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 leadership 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 followed 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 addition 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.

application landscape to enable the business vision: to be the best Digital Telecommunications company in the world.

Under his leadership, Telefónica has had many successes in the boldest transformation in the industry, including 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 &

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 independent advisor on IT to a major banking and financial services company.

A SELECTION OF ACCOMPLISHMENTS --

In the last few years, Jordan has provided critical leadership at Telefónica during a period of massive transformation, in the face of macro-economic challenges in Spain and Europe, new and disruptive Digital and OTT competition, increasing margin and growth pressure, portfolio changes and large scale M&A but at the same time, a prolific 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 accomplished more changes than can be listed. Some highlights include 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.

ABOUT THE COMPANY Sector:

Telecoms

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 partners (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 virtualisation 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 improvements, 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.”

MAJOR LEARNING & ADVISE --

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?

Activity:

Global telecom operator Turnover (EUR):

47B Employees (FTE):

120,000

ABOUT SANOMA LEARNING Sanoma 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 Worldâ&#x20AC;&#x2122;s best education systems including Finland, Belgium, Poland, The Netherlands and Sweden. Sanoma Learningâ&#x20AC;&#x2122;s learning solutions enable teachers to excel at developing the talents of every child, creating opportunities for children to advance their prospects in life. The company focuses on innovation and applying digital technologies into their learning products and solutions and is a clear digital leader.

Arnoud Klerkx CBTO 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 leading European educational publisher for primary and secondary education and sells digital learning products in over 35 countries worldwide. Klerkx is responsible for the digital transformation and IT-innovation of the business and its products.

worked as a consultant on IT-strategy, outsourcing and IT-investments for large organizations. He switched to ITmanagement and became Head of the CIO-office at Robeco, a leading international 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 is known for his strong leadership 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

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.

A SELECTION OF ACCOMPLISHMENTS --

Transformed disruptiveness of digital into competitive advantages. Klerkx and his colleagues successfully transformed 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 moving fully to the cloud.

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 collaboration 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 countries. To ensure synergies and respect local market differences, 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 revenues with new business models. Their digitalized products have increased NPS-scores and can be produced, on average, 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.

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-

ABOUT THE COMPANY Sector:

Education Activity:

Private educational publishing group

MAJOR LEARNING & ADVISE --

sk yourself the question: what is the killer app in our A industry and how are we going to deal with it?

top focusing on budget and timelines in your digital S innovation. Focus on mistakes and learn from them

Don’t invent everything yourself

Turnover (EUR):

300M Employees (FTE):

1,600

Mario Martinelli Group CIO Sisal

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 applications 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 governance and, since 2013, as Group CIO with the responsibility for the technology vision and the definition and implementation of the ICT strategy.

ABOUT SISAL GROUP Founded on the dream and intuition of three sports journalists 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 created a succession of popular, high-quality games, including the l Totocalcio, the Totip and, more recently, 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 consumers 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.

A SELECTION OF ACCOMPLISHMENTS --

Generated more revenues from products and customers. 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 helping the Digital Games Business Unit grow by implementing 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 satisfactory. The business continuously draws on this solution for statistical algorithms and customer data to interpret customer behavior and identify and anticipate customers’ 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

ABOUT THE COMPANY Sector:

Entertainment

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%. --

MAJOR LEARNING & ADVISE --

In such a competitive market, the key success factor is to differentiate you through customer experience, by leveraging 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

Activity:

Lottery, Gaming and Betting Turnover (EUR):

800M

As head of a key change management program at Sisal, Martinelli introduced several competence centers, insourcing the most relevant technical skills (previously fully managed by outsourcing) to enable a stronger governance 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 methodology, piloting it in several projects, involving Operations and sharing positive and negative lessons to the other IT structures.

Employees (FTE):

1,800

Laurent Maumet

ABOUT SOITEC Soitec (Euronext, Paris) is a world leader in manufacturing innovative semiconductor materials. The company uses its unique technologies to serve the electronics market. With 3,600 patents worldwide, 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 centers and offices in Europe, US and Asia. For more information, please visit www.soitec.com and follow us on Twitter: @Soitec_EN.

VP Quality and Operations Support Soitec

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 information technology and leadership in strategic projects, Maumet oversees various 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.

A SELECTION OF ACCOMPLISHMENTS --

Designed and implemented a significant program to transfer IT into the cloud (“Sky IT”). This consisted of developing a cloudfirst 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-

ABOUT THE COMPANY Sector:

Technology Activity:

Semiconductors for electronic and energy industries

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.

MAJOR LEARNING & ADVISE --

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 organisation in an agile, decentralized, experimental approach.

Turnover (EUR):

210M Employees (FTE):

1,000

Luis Newton President Estrela 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 lobbying 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 becoming a candidate for Estrela: PSD Parliamentary Group Advisor. Recently, he was chosen as Portugal’s CIO of the Year 2015 – Public Sector.

ABOUT ESTRELA BOROUGH Estrela 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

A SELECTION OF ACCOMPLISHMENTS --

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 difference 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 applications recurrently faced: ensure real time interactions in a proximity context; simplify process for reporting; and provide clear and rich responses. Finally, the platform ena-

ABOUT THE COMPANY Sector:

Government Activity:

Borough in the community of Lisbon Turnover (EUR):

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.

MAJOR LEARNING & ADVISE --

ublic sector should be the main innovator, changing its P role from blocker to facilitator

o not fear transparency, it is the ultimate enabler for D citizen engagement.

o not ignore the elephant in the room. Discomfort is D where insights are born.

3,8M Employees (FTE):

160

Sebastian Saxe CIO & 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 transformation of the company and its intermodal logistical chain.

megatrends, like Internet of Things, Big Data, Cloud Computing and Mobility to maximize the efficiency in the logistic hub of Hamburg.

Currently he is strongly involved in building the smartPORT of Hamburg. The main goal is to make use of all IT

Recently he was chosen as Germany’s CIO of the year 2015 for small and medium-sized Enterprises.

Sebastian Saxe holds a PhD in mathematics 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 transformation in the digital age.

ABOUT SMARTPORT HAMBURG Over 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.

A SELECTION OF ACCOMPLISHMENTS --

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 identifying through a software control center which ones needs to be repaired any incidents may happen. The focus of the traffic management 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.

The Hamburg Port Authority (HPA) strives to increase the efficiency of the port as an important 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 generated electricity by switching to renewables. We aim to promote eco-friendly mobility by redistributing energy, thus reducing energy consumption and saving costs.

ABOUT THE COMPANY Sector:

Government Activity:

Port authority

MAJOR LEARNING & ADVISE --

Sometimes you have to break rules to introduce innovations

Take your people with you and allow mistakes

Have the IT megatrends in mind

Turnover (EUR):

na Employees (FTE):

1,800

Michel van Hout

ABOUT TRANSAVIA Transavia, a member of the AIR FRANCE KLM Group, operates scheduled and charter flights to more than 110 destinations, 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 travellers 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 markets; the Netherlands (Amsterdam, Rotterdam/The Hague, Eindhoven), and France (Paris, Nantes and Lyon) as well as from Munich in Germany.

VP ICT & CIO Transavia

ABOUT MICHEL VAN HOUT Michel van Hout has taken his position within Transavia mid 2014. Before that, he had the IM position for airport, cockpit & cabin crew and operations control at KLM Royal Dutch airlines. Thatâ&#x20AC;&#x2122;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. Thatâ&#x20AC;&#x2122;s

where his strength is: creating business value. Thatâ&#x20AC;&#x2122;s what drives him. He likes to work in a professional environment 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 accelerate the agile way of working for all passenger and employee driven innovation. In the meantime the stability of the running ICT has improved and a plan has been kicked-off to source smartly.

A SELECTION OF ACCOMPLISHMENTS --

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 transparent to purchase tickets and check-in; to sell extras (e.g. luggage, seat reservations, insurance); and to sell packages (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 operations by empowering customer-facing staff (including contact workers) to solve any customer challenges. For example, the cabin crew now has tablets that they use primarily as the demand-and-supply system onboard and as

ABOUT THE COMPANY Sector:

Transport Activity:

Airline carrier Turnover (EUR):

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 employed 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 architectural principles and governance for Transavia’s innovation portfolio. This has lead to greater reliability and re-use.

MAJOR LEARNING & ADVISE --

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 importance and magnitude yet, do not embark

760M Employees (FTE):

2000 (avg.)

CREATING A SMART SOCIETY

Rob van Gijzel Mayor 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 annual 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 following figures support this:

These kinds of results are consistent with the results of the world’s most competitive companies. 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.

rainport Eindhoven Region experiB 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.

I ndustrial exports rose by 5% to €14 billion; above the national figure.

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 technologies for development. In 2013 van Gijzel was elected to chair the ICF.

he top R&D companies maintained their T investments in 2014 (a total of €2 billion), something companies in the rest of the country were not able to do.

rainport companies derived 43% of their B revenue from the sale of new products, making these companies more successful in innovation than their counterparts in the Netherlands like Amsterdam and Rotterdam.

he region is also an attractive place to T live; in 2014 more people from abroad and within the Netherlands came to live in the region than left it.

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. I ndustrial collaboration – Open innovation is focused on the fact that most companies need to work with external stakeholder groups (even at times competitors) to successfully realize the scope and quantity of digital innovation necessary for competitiveness. Digital innovation consists of better and new products and services, as well as linking production processes, digital or otherwise. 2. I ntersector cooperation. Traditional governments 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 collaboration is essential for developing more comprehensive and relevant solutions for citizens.

3. Interdisciplinary collaboration: input from multiple disciplines, such as technical or economic, leads to other innovative 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. I nclusive thinking. Residents and consumers should be involved in new products and services from the beginning. 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. I nternational 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 international 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 municipalities 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 entrepreneurship, 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 regions the right to experimentation now, as long as they meet a number of conditions. Experimentation, experimentation, experimentation; 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 process 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 --

he Brainport Monitor 2015 T (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

About CIONET We are CIONET, the biggest community 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 management. 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 integrated 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 company helping customers to optimise their ICT infrastructure 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.

The 2016 Digital Leadership Report Orchestrating Digital Leadership This report is designed to help business 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 respective countries – with valuable insights into how they have helped transform the disruptive potential of digital technologies 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 successful transformation of their organisa-

Organized by What’s next.

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tion, hereby creating a substantial impact 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 understand the vital role technology has to play in obtaining the maximum value from their digital initiatives.