The annual CIO100 New Zealand 2018 list has been revealed. Take a look at CIO Executive Council member, Nicholas Fourie's compelling story as Nicholas reflects on the milestones and challenges he faced when he stepped up into the role of vice president of ICT at Fisher & Paykel Healthcare (FPH).
The University of Newcastle is using virtual and augmented reality technologies to transform how nursing and midwifery trainees learn, and plans to tap the blockchain to support students attaining ‘micro-credentials.’ The innovations are being led by chief information officer, Anthony Molinia, who joined the university in October 2016 following the departure of Sanjay Kalra.
Former Sydney Trains senior tech executive, Nicola Dorling, has joined the University of New South Wales as its digital strategy director. Dorling is reporting to UNSW’s chief digital officer Daniel Beecham, the former Woolworths CIO who joined the university in September last year.
Johnson & Johnson's Geoff Quattromani struggled in high school but he has managed to carve out a successful career in IT.
Jarrar introduced a slew of technologies aimed at adding value for clients and finding efficiencies, including predictive chat, virtual agents and AI, interactive voice response self-service, robotic process automation and predictive analytics.
“Some days I can feel sick in the stomach when I look at the risks we take but I always look at the big picture. Why am I doing this and what would be the impact if I got it wrong?” says Angela Coble, director, business technology at Johnson & Johnson (J&J). But taking risks and being resilient is all part and parcel of Coble’s role at the medical device and pharmaceutical organisation.
There is a saying in the Navy: there are three things you can do: ”Float, Move and Fight”. Having served in the Royal Australian Navy for more than 30 years as a submariner and intelligence analyst, Andrew Clowes brings this maxim to his role as Head of IT at JLL (Jones Lang LaSalle).
Building and construction giant, Boral, has appointed Kathleen Mackay to the new role of head of digital delivery following a reshuffle of its IT group led by CIO, William Payne.
Mackay was formerly GM, IT project delivery and had a ‘small stint’ as CIO before Payne joined in January. Payne has replaced former CIO David Oxnam, who is due to leave the organisation next month.
Mackay, who reports to Payne, is driving Boral’s focus on improving the customer experience using new tools and rolling out a culture that supports the use of Agile development methodologies.
In collaboration with leading medical device manufacturer Johnson & Johnson Medical Devices, CSIRO has launched the trial of a ground-breaking digital platform to help patients recover from total knee replacements.
With a mandate to increase the efficiency and effectiveness of collaboration between global staff and external business partners, 20th Century Fox has successfully migrated all of the data created by its international subsidiaries to a prominent cloud storage provider.
In excess of 50TB of information, located on 28 file servers in 27 cities across Asia-Pacific, Europe, and Latin America, has been permanently migrated to the cloud in 2016.
The concept of innovation can be overwhelming, says Office Brands CIO, Ritesh Patel. Images of Edison inventing the light bulb or Henry Ford revolutionising manufacturing come to mind. If we define innovation as a gigantic, change-the-world, cure cancer-type breakthrough, the concept is relegated to a select few: billionaires, inventors, CEOs and super geniuses,” he says.
Announcing Australia's top 50 IT chiefs
IT leaders from financial services, healthcare, retail, government and gambling make up the top 10 in the inaugural CIO50 list for 2016.
The CIO50 list recognises Australia's top 50 IT chiefs, who have each driven transformative change across their organisations. They have all displayed the sort of leadership and innovative thinking that will place their organisations at the forefront of their respective market sectors for many years to come.
EMMANUEL DULVIN, Service Delivery Director
In the past, the technology workforce has spent most of the time in keeping the lights on and less on innovation/transformation. Now, however, it is time for professionals in technology departments to transform into true business leaders. But, how does that affect the so-called technology specialists?
A normal day at work is usually repetitive in nature, with operational activities and acting as a proxy between principal vendors and business users on development /fixes. It is more challenging with currently available and simplified deployment models, where a network engineer does not have to spend hours configuring devices and system engineers devote their time building operating systems with technologies such as Virtualization, MPLS network, software-defined storage and off-the-shelf applications where customizations are kept to a minimal.
How can we better use our engineers and their creative skills, and why are technology departments still growing in numbers with 70% of staff engaged in operational activities that could be driven by a well-defined operating procedure?
If your ICT house looks like a derelict farmhouse, with lean-tos, rusting barns and outhouses, you’re not alone.
Last month, Carsten Larsen examined the importance of asking “why” in ICT strategy and establishing the “what”, drawing on Simon Sinek’s Golden Circle approach.
Once you have contextualised why you are doing something and conceptualised what you are doing it for, you can now determine “how” to best deliver ICT services and “where” they are going to come from.
ICT groups can overcomplicate discussions about technology service delivery (the how) and sourcing (the where from). Too often, they bring legacies to the table, combined with a fascination for technological intricacies, the war stories of the past and the glittering yet untested promise of future technologies. Yet most businesses are not interested in what was, what might be and why the ICT function can’t – they’re interested in how their ideas and requirements can be realised.
The question and its answers are an ideal basis for guiding the formulation and management of tech strategy, says Carsten Larsen. It’s a simple, almost childlike, question – yet it is the golden thread. The question and its answers are an ideal basis for guiding the formulation and management of tech strategy, helping ensure that the three pillars of ICT – demand, supply and governance – remain balanced and intact.
ICT groups have a natural tendency to be reactive, technical and “just in time”. They can be distracted by “how” they will meet budgets, timeframes and deliverables, deal with competitive pressures and individual pet projects, rather than first considering why something is being done and why they exist.
Go Girl Go for IT director, Fi Slaven, said the opportunities associated with a career in ICT are often going unnoticed by today’s youth, particularly girls, who may simply not be exposed to the information.
“It is about highlighting to girls, between 13 and 17, the joys and opportunities of a career in IT because often they don’t know about it, or they are not given the opportunity to know more and decide. So we’re not about making them going into IT. We are giving them the opportunity to choose,” Slaven told CIO Australia.
Pathways Express Mentor Carsten Larsen shares why we need to see a shift in the conversation to get our ICT leaders working in partnership with their business colleagues when it comes to ICT Strategy.
In today’s highly competitive business environment, your technology platform is a key enabler of performance and productivity across the organisation. As well as supporting normal operations and user functionality, this platform needs to constantly drive innovation, improve business efficiency, and facilitate ongoing growth.
That’s why it’s critical there’s a balanced partnership between the three pillars of ICT – Demand, Supply and Governance – to ensure your ICT strategy aligns with your overall business objectives.
Pact Group’s CIO Michael Ross and enterprise architect Justin Shagam discuss the implementation of Pact’s 'whole' cloud solution (IaaS, SaaS).
PACT Group is a large, complex and distributed ASX-listed manufacturing company with operations throughout Australia, New Zealand and Asia. Pact’s operations rely heavily on information technology, and run 24x7x365 across 62 manufacturing sites in 5 countries with over 3500 employees.
Pact previously relied on IT services provided as a shared service by its former sister company. Due to continued and projected business growth (particularly through acquisitions) and in preparation for an initial public offering (IPO), Pact required a higher degree of autonomy, flexibility and agility from its technology systems and services. Note: Pact’s aspirational future growth vision = $5 Billion, in 5 regions, within 5 years.
Staff completing progress claims up to 50 per cent faster
Manually dealing with around 9,000 project progress claims each year was becoming untenable for Australian construction firm, Built. Administrators working with 2000 sub-contractors were grappling with the clunky, time-consuming and error-prone task of processing progress claims for work completed on building project.
Too many IT chiefs are being labelled as geeks who lead cost centres prone to unnecessary wastage
Amazon founder, Jeff Bezos, was once quoted as saying: “Your brand is what people say about you when you are not in the room.” Most people would agree that’s also a good gauge of what others really think about you.
Building the right image is everything in modern business, yet there are plenty of CIOs who still struggle to be viewed as strategic leaders within their organisations. And despite increasing willingness to take a larger role in business strategy, there are still too many IT chiefs being labelled ‘geeks’ and who lead cost centres prone to unnecessary wastage.
“In general, I would say CIOs do have an image problem,” says Fi Slaven, a former CIO and now general manager at chartered accountancy firm, William Buck.