Posts Tagged ‘CIO’

UK government appoints new CIO

January 24th, 2012

The UK government’s next chief information officer will be Andy Nelson, CIO of the Ministry of Justice, it was announced today.

Nelson will take over the role when incumbent Joe Harley retires in March. He will continue his position at the MoJ.

“It is fantastic to be able to assign the role of government CIO to someone who has held major CIO roles in private sector and has been involved in the ICT strategy since the very beginning,” said Ian Watmore, chief operating officer of the Cabinet Office’s Efficiency and Reform Group. “Andy has worked closely with Joe over the past months and will continue to do so – ensuring that we continue to deliver ICT services fit for a modern civil service.”

Nelson started his career at management consultancy Accenture, and has since held IT management roles at Asda and Royal Sun Alliance.

The Ministry of Justice is currently undergoing an IT sourcing overhaul. The Future ICT Sourcing strategy aims to “change the way ICT services are delivered from the current end-to-end contracts by line of business to an MoJ-wide ’service tower’ model”, according to a tender notice issued in October last year. This means sourcing broad IT services, such as application development or desktop provision, for the whole organisation from a single supplier.

Stephen Roberts, research director at public sector IT consultancy Kable, told Information Age at the time that “MoJ is the lead within the Cabinet Office ICT strategy on cloud and infrastructure in general so what’s done by MoJ in the course of consolidation is going to be viewed very closely by the rest of Whitehall.”

Nelson’s appointment could therefore lead to more ’service tower’ IT outsourcing deals in government.

Both Joe Harley and his deputy CIO Bill McCluggage announced their departures shortly after the action plan for the government’s IT strategy was published. “There seems to be a trend with government IT executives who spend a fair amount of their time pushing for change, and then leave somebody else in charge of that change,” Gartner’s public sector IT analyst Andrea DiMaio remarked at the time.

Andy Nelson was among seven government CIOs revealed to earn more than the prime minister last year.

Source:http://www.information-age.com/channels/security-and-continuity/news/1686863/uk-government-appoints-new-cio.thtml

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Will Your New CIO Be a CMO?

January 5th, 2012

For managing prospects and accounts, SAP, Oracle and other ERP-based modules still own most of the biggest CRM accounts, but observers will tell you the momentum is with Salesforce.com.

Human resources? SAP, once the stodgiest old-line vendor there was just spent $3.4 billion on SuccessFactors for cloud-based talent management.

We’ve had a long history of departmental initiatives driving IT change, particularly IT outsourcing, but in the new cloud and service era, the cost and growth opportunities are enticing more than ever. Now, according to Gartner analyst Laura McLellan, the next and biggest fiefdom to claim IT ownership is marketing, and she predicts that by 2017 chief marketing officers will spend more on IT than their counterpart CIOs.

This isn’t an outrageous prognostication when you consider, as most observers do, that marketing is the de facto growth mechanism for many companies. Some well-known product companies (Cisco Systems for example) don’t really manufacture their own products or sell directly at all. They market.

Using their own studies and others from Duke University, Gartner says 2011 B2B and B2C marketing budgets overall as a percentage of revenue (10 percent) were almost three times as high as IT budgets (3.6 percent). In terms of 2012 growth, IT budgets grow 4.7 percent, all marketing 9 percent, high tech marketing 11 percent.

So, McLellan says, it’s no surprise that marketing is increasingly going to control tech spending and do its own thing. The questions for her are how much will be done independent of IT, how ready marketing is to take the reins and how fast the shift will occur.

Gartner says marketing has fully adopted basic and database marketing technologies and is now moving into customer analytics, mobile marketing and online e-stores, some of which are likely to be service provided. Whether the CIO plays a strategic or more of a back-office and transactional role is yet to be seen and depends on the business and culture.

But marketing is already a major buyer and influencer of technology, she finds, and has moved from a promotional to a growth role as a strategy owner.

Does a CMO have the expertise to drive tech with the background and architectural understanding of the CIO? Not by definition. It would be foolish to presume most or many marketing organizations are nearly ready to take over the scale of what’s involved in buying and owning technology as it exists today. McLellan’s presentation was meant for vendors, and this is definitely a “keep it simple, stupid,” market, she said. (In many cases, that is precisely marketing’s goal.)

In some industries, regulation (e.g. health care, insurance) will partly determine who gets to drive the technology budget. But there is a new frontier for demand as well. Marketers (like advertisers and everyone else these days) prefer to pay for results — not products and services. Lack of synergy and hostility between marketing and IT can be an early indicator of the way things will swing.

Buyers, McLellan says, need to consider organizational structure, where there is a single person overseeing all marketing technology (or a CTO); what the sourcing capabilities of the organization are; unconnected versus integrated systems and service versus captive technology investments.

Owning capital and maintenance budgets for technology in marketing or elsewhere may be a new thing. But as automation services emerge and improve, you can bet internal non-IT organizations will want sign-off and control of their primary working tools and over time you can expect they’ll get just that.

Source:http://www.information-management.com/blogs/CIO_CMO_tech_spending-10021722-1.html

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The CIO’s big cloud decision: On-premise or off?

December 8th, 2011

VIDEO Traditional IT outsourcing has been challenging enough, but what about moving infrastructure and data out of the organization to a third party? Our two debaters tackle their toughest question yet
For some technology decision-makers, cloud computing is just outsourcing by another name. For others, it’s much more complicated — and risky.

In the third clip of our latest episode in the CIO Canada Debate, we asked David Rea, senior vice-president at Innovapost, and Carlos Silva, IT director at Ontario’s Clean Water Agency, to talk about one of the most contentious issues around cloud computing. While most Canadians have shown a predisposition for “private cloud” scenarios where compute infrastructure and data continues to be run locally, some experts say it’s not really cloud computing (and all its promised benefits) unless you’re moving IT off-premise to a third party provider.

Source:http://www.itworldcanada.com/news/the-cios-big-cloud-decision-on-premise-or-off/144427

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Westpac appoints McKinnon lieutenant Whincup CIO

December 1st, 2011

McKinnon, who had led the bank’s technology operations for the past several years, stepped back into an advisory role last week, with his replacement slated to report to Westpac’s new chief operating officer John Arthur, rather than directly to the bank’s chief executive Gail Kelly as McKinnon had done.

Late tonight, Westpac issued a statement noting it had appointed Whincup, formerly the bank’s group general manager of service delivery in its technology division, as McKinnon’s replacement. The executive joined Westpac in May 2009 as part of a rush of key executives appointed as McKinnon’s inner circle. At that stage his title was general manager of service delivery applications, but he was promoted in November 2010. His new position will take effect from today (1 December).

Westpac’s statement noted that before joining Westpac, Whincup had been director of service delivery, group infrastructure and IT operations for Lloyds TSB UK. Before that he was CIO for Lloyds’ UK retail bank. He has 25 years’ experience in the IT and financial services sector, including at other banks such as the Bank of Scotland and the Banca Popolare de Milano in Italy.

“I am delighted to announce the appointment to CIO of such a high calibre member of our team,” said Arthur. “Clive has more than 25 years’ experience across IT and financial services, holding a number of senior roles at several global banks. His international experience and background in transformational change and complex programs of work position him ideally for this critical leadership role, and I very much look forward to working with him.”

At Westpac, Whincup appears to have had a substantial role in remediating the bank’s infrastructure over the past several years to cut down the number of ‘severity one’ incidents; outages for which there is no quick fix and which hamstring the bank’s ability to conduct its basic daily operations.

In a joint interview with McKinnon and a number of other senior Westpac IT executives last year, the executive spoke about the “currency” of Westpac’s IT systems — currency being a measurement of how the bank had continued to upgrade and maintain its IT systems over time. Over the years, Whincup said at the time, Westpac’s ability to introduce change into its business had become weak due to a lack of currency in its systems. One of Whincup’s roles appears to have been simplifying the bank’s underlying infrastructure. “The improvement is certainly noticeable,” he said at the time. “The sentiment in the organisation has dramatically changed in terms of how our systems work generally.”

And why did Whincup join Westpac to start with? Quoting from a Delimiter feature article on Westpac in late-2010:

opinion/analysis
I liked Whincup when I had an extended lunch briefing session with him and the rest of McKinnon’s senior leadership team a year and a month ago at Westpac HQ in Sydney’s CBD. The executive was clearly someone that McKinnon relied upon and trusted, and during the lunch he interjected at points and spoke with passion about the area (service delivery) which he was responsible for.

I wouldn’t describe Bob McKinnon as cynical, but the executive has a certain weathered feel about him. He’s taken virtually everything that the IT and financial services sectors have to offer and survived with the vast majority of his honour and integrity intact. Right now, he’s the five star general of Australia’s banking IT scene.

In comparison, I would describe Clive Whincup as a colonel; not as seasoned as McKinnon, but with the same core strength about him. Younger, with more passion, more vivacity about him; and perhaps more discipline — but less of McKinnon’s wry humour. While McKinnon’s been overseeing Westpac’s overarching strategy, it’s probably been Colonel Whincup who’s been keeping the troops on the straight and narrow and making sure things increasingly run like clockwork.

For me, two questions hang over Whincup’s immediate future with the bank.

The first is his relationship with Westpac chief technology officer Sarv Girn, who many saw as McKinnon’s defacto second in charge. Girn’s not pure management material like McKinnon and Whincup; he’s a tech-head. At the briefing last year, it was Whincup who was talking about cutting down severity one incidents, but Girn who would discuss specifics of banking IT architecture, cloud computing and core banking systems migrations.

Like many geeks, Girn’s got somewhat of an intriguing, slightly reclusive personality, which set him apart somewhat from the rest of McKinnon’s team. However, McKinnon and Girn appeared to have forged a special relationship which saw them balance out each other’s strengths and weaknesses. It’ll be critical for Whincup to develop a similar rapport with Westpac’s whizkid.

Secondly, Whincup will need to focus heavily on Westpac’s rapidly developing IT strategy over the next while. McKinnon’s nailed a lot of things down at the bank over the past several years, but major questions still hang over Westpac, ranging from the future of its core banking platform to how it will evolve its Internet and mobile banking operations to re-enter the mobile payments war emerging at the moment between CommBank (Ka-ching) and ANZ (goMoney).

All this will be going on in the context of the storm that will be continually breaking across his desk over the next several years as Westpac ramps up its IT outsourcing and offshoring initiatives. Those plans have already caused a bit of a ruckus within the bank, from what we’ve heard, and it will take all of Whincup’s skills and experience to keep things on an even keel.

I think the executive is more than capable of handling this side of things, and I have no doubt he can continue to take costs out of Westpac’s IT operation while maintaining a solid level of service delivery. But what worries me more is his ability to create and get buy-in for more visionary endeavours. I’m sure McKinnon’s continuing role at the bank will see him help out in this area, but it’s certainly the area Whincup’s skills will need to develop in.

Source:http://delimiter.com.au/2011/12/01/westpac-appoints-mckinnon-lieutenant-whincup-cio/

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When outsourcing meets Cloud meets the CIO

October 11th, 2011

It’s a period of transition for UK organisations as outsourcing meets Cloud services and CIOs have to decide the best delivery mechanism to consume IT services.

According to a major new study from research firm K2 Advisory, in 56% of organisations CIOs are either not looking to outsourcers for transformational end user services, or are planning to focus on cost reductions rather than major technology changes. However, the remainder (44%) are considering more innovative approaches that aim to improve end user satisfaction and productivity.

Within the 40% of organisations who “have no interest in outsourcing this area” will be many organisations who still plan to make these types of workplace improvements, using the in-house IT team. K2 foresees a particular drive to improve the end user experience in many UK organisations from now and through 2012 with the Cloud as part of the solution.

Kate Hanaghan, K2 Advisory Research, states:

Nonetheless K2s findings support a conclusion that a shift to Cloud from traditionally outsourced client-server desktop services is likely to play a crucial role in transforming end user services for many organisations. Consumer services (such as gmail) have enabled users to become familiarised with the use of Cloud-delivered desktop services, thus creating a receptive culture in the workplace thanks to the increased flexibility Cloud desktop services can bring organisations.

None of this spells the end of the IT department. Some 31% of CIOS plan to keep integration challenges in-house by developing the skills needed within the in-house IT department, while 23% are turning to external providers, although 43% of the market do not expect to address integration issues for another 1-2 years.

CIOs are keen on Business Process Platform delivered via the Cloud, with the the key attraction being the level of flexibility offered. Traditional outsourcing often comes in the form of lengthy contract terms, which can make it difficult to bring innovation into both the contractual agreements and the delivery of services.

Just under a third (32%) of organisations say such a platform could help deliver cost-effective solutions in non- differentiating areas of the business. While another 32% would consider joining an industry-specific platform. HR, Payroll and Finance and then Procurement are most popular areas for this type of service delivery. The preference is clearly for broad horizontal business services, rather than sector-specific capabilities.

All of this will mean that CIOs will naturally become more focused on business outcomes, rather than the IT systems per se and in turn this will lead to a preference for outcome-based contracts. K2 argues that forward-thinking CIOs will focus on what they can do to help the organisation achieve its goals, not the IT kit behind the outcomes.

But the advisory firm warns that while the theory is good, several key ‘roadblocks’ exist that will preclude large- scale take-up of these types of contracts in the short-term. For a start, 19% of CIOs believe that in their role they are not in a position to negotiate this type of contract while 12% believe these types of contracts to be difficult to manage internally.

Looking further afield, while attention today is focused on SaaS, IaaS and PaaS, there will come a point when organisations explore the Cloud ecosystem concept, whereby a set of organisations that share and/or exchange Cloud services to serve a common goal such as: reducing costs, accessing best practice, or fast-tracking technology solutions for business development. K2 identifies a key benefit of ecosystems as an improved cost-to-value ratio to leverage more value from technology investments. Within the current landscape of capex investments and traditional outsourcing, this is not possible.

But that could be some years out. Today, some 68% of organisations either do not have a clear understanding of how a supplier ecosystem will benefit them. This may be because their outsourcing provider hasn’t actually raised this with them. K2 advises that outsourcers need to improve the way they bring their partners into the frame and/or the way they articulate the benefits this can bring to buyers.

Source:http://www.businesscloud9.com/content/when-outsourcing-meets-cloud-meets-cio/6624

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Firstsource bags two awards:CIO Magazine

September 7th, 2011

Firstsource Solutions Ltd., a global Business Process Outsourcing (BPO) services provider, announced that Prashanth Maranayakanahalli, Chief Technology Officer, was felicitated with “CIO100’s Innovative Way of Handling Application Delivery to the Users & End-User Experience Management” award at CIO magazine’s 6th Annual CIO100 Awards 2011 on August 27th, 2011 in Pune.

The annual award program recognizes organizations that exemplify the highest level of operational and strategic excellence in IT. This year’s award theme was “The Creative 100,” which recognized a hundred IT leaders from leading Indian organizations for their creative use of enterprise technologies to meet their organizations’ business challenges.

In another recently concluded award ceremony by CIO magazine in Bangalore, Firstsource was adjudged as winner of “Top 10 Green IT Enterprise Award 2011”.

“In today’s market scenario, technology has become the key strategic enabler and differentiating factor for BPO companies. With environment awareness gaining importance alongside, companies and CEOs are looking forward to adopting cutting-edge technology that can help better efficiency at reduced costs while also staying green,” says Prashanth Maranayakanahalli, Chief Technology Officer, Firstsource Solutions Limited. “I am glad to be recognized twice in a short frame of two months by a prestigious magazine like CIO.”

Commenting on the occasion, Vijay Ramachandran, Editor-in-Chief, IDG Media said, “Our heartiest congratulations to the winners of 2011, for not shying away from experimenting with new technologies or finding unique IT solutions to meet their business challenges”

Firstsource has been at the forefront of adopting new technologies and operational certifications to ensure that clients have the most secure and dependable networks to conduct their business. Firstsource was the first Indian BPO to be BS7799 certified and most of its operations centers are ISO 20000 and/or ISO 27001 certified.

Source:http://www.indiainfoline.com/Markets/News/Firstsource-bags-two-awards-CIO-Magazine/5237218448

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CIOs Lack Adequate Cloud Computing Knowledge

August 2nd, 2011

Traditional IT outsourcing customers are struggling with cloud computing, according to IT service providers and outsourcing advisors surveyed by KPMG Sourcing Advisory. IT service providers and advisors rated their IT executive customers’ facility with various aspects of cloud computing on a scale of one to five, where one represented “very unskilled” and five represented “very skilled.” IT executives earned embarrassing scores from their providers and advisors: None garnered even a middling score of three.

When it comes to managing and governing cloud initiatives, IT leaders earned their lowest scores from respondents: 1.69 from advisors and 2.19 from providers.

Their skills in cloud sourcing and structuring cloud engagements didn’t fare much better. Advisors gave their IT customers a ranking of 1.81. Providers were marginally more generous with a ranking of 2.35.

IT executives also received low marks for their ability to assess the near-term maturity of cloud computing and its viability to support enterprise computing needs: 2.19 by advisors and 2.68 by providers.

Outsourcing providers gave their highest score of 2.81 to customers for understanding how cloud computing options can complement or supplant traditional enterprise systems and outsourcing investments. Advisors gave customers a score of 2.03.

Stan Lepeak, director of KPMG Sourcing Advisory Global Research, was not surprised by the low scores. “Most of the cloud computing focus has been around long-term futures, not scrutinizing real short-term opportunities and deciphering the reality from vendor and service provider claims,” says Lepeak.

Notably absent are clear business cases that verify cloud computing vendors’ claims of lower costs, he adds. “It’s not so much that buyers are not skilled at cloud computing capabilities,” says Lepeak, “but that they have not had much real-world practice at utilizing them, or that there is not enough relevant, real-world data available from providers to do meaningful business case assessments.”

Despite the low ratings IT executives received, IT service providers are bullish on buyer uptake of cloud-based solutions. Forty-two percent of service providers polled said that their clients have one or more live cloud services deployments and that cloud engagements would increase to 66 percent in the next year, according to the KPMG survey.

It’s that fast-moving nature of the market that has made it difficult for customers to keep up, says Lepeak, who compares cloud computing to the early days of the Internet, when buyers struggled to define and execute strategies to exploit its full business potential.

The cloud computing learning curve for traditional IT outsourcing buyers is “elevated, but not steep,” Lepeak says. “It’s as much a function of practicing the skills as acquiring them.”

The same general framework and processes that customers use for traditional outsourcing contracts can be employed for cloud computing deals: define the scope of the deal, create a business case, vet the vendor, determine measurable metrics for success, plan for transition and ongoing management, and outline a change management plan.

Source:http://www.networkworld.com/news/2011/080111-cios-lack-adequate-cloud-computing.html

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