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FT CIO and Technology Leaders Forum Managing IT complexity to achieve competitive advantage Summary Report www.ftconferences.com/cio

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Page 1: Ft Hp Cio Event Summary Report (a4) Final Version

FT CIO and TechnologyLeaders ForumManaging IT complexity to achieve competitive advantage

Summary Report

www.ftconferences.com/cio

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Locations and Dates

13th March 2012 | Andaz, London

Paul Taylor, Business Technology and Telecoms Editor, Financial Times

Srinivas Koushik, Vice President, Strategic Enterprise Services, Worldwide Applications and Business Services, Hewlett-Packard Company

Cathryn Riley, Chief Information Officer, Aviva

Bryan Glick, Editor-In-Chief, Computer Weekly

Ian Alderton, Chief Information Officer, Corporate Banking, RBS

15th March 2012 | Intercontinental Amstel, Amsterdam

Paul Taylor, Business Technology and Telecoms Editor, Financial Times

Srinivas Koushik, Vice President, Strategic Enterprise Services, Worldwide Applications and Business Services, Hewlett-Packard Company

Marcel Krom, CIO of PostNL

Daniel Lebeau, Vice President of Management and Information Systems, GlaxoSmithKline Biologicals

Jeroen Tas, Executive Vice President and Chief Information Officer, Philips

20th March 2012 | Steigenberger Frankfurter Hof, Frankfurt

Paul Taylor, Business Technology and Telecoms Editor, Financial Times

Massimo Pellegrino, Vice President, Strategy and Portfolio Lifecycle Management – Strategic Enterprise Services, Hewlett-Packard Company

Dr. Alexander Vollert, COO Ressort BO/IT, Allianz Deutschland AG

Jens Pape, Chief Technological Officer, XING AG

Derek Miers, Principal Analyst, Forrester Research

27th March 2012 | Widder Hotel, Zurich

Ade McCormack, Columnist, Financial Times

Michael Fitzgerald, Vice President, Strategic Enterprise Services (SES) – EMEA, Hewlett-Packard Enterprise Services

Tobias Rölz, Head of IT Workplace & Application Services, Hilti Corporation

Jochen Schneider, CIO, Zürcher Kantonalbank

Joe Norburn, Head of Client and Front-Office solutions, Coutts

FT CIO and TechnologyLeaders ForumManaging IT complexity to achieve competitive advantage

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As modern firms are increasingly being driven by

customer relationships, fuelled by the explosion in

information, collaboration and mobility, the impetus

is on CIOs to improve business performance and

deliver growth by making smarter IT investments and

successfully managing the complexities of disruptive

technologies with the data they have at their disposal.

13th March 2012 | Andaz, London

On 13 March, a distinguished line-up of experts met at the Andaz Hotel in London to explore the megatrends that are

transforming strategic priorities and the technological innovations that are enabling senior technology leaders to

deliver business value. Speaking at the FT CIO and Technology Leaders Forum - Managing IT complexity to achieve competitive advantage were Paul Taylor, business technology and telecoms editor, Financial Times; Cathryn Riley,

chief information officer, Aviva; Ian Alderton, chief information officer, corporate banking, RBS; Bryan Glick, editor in

chief, Computer Weekly; and Srinivas Koushik, vice president, strategic enterprise services, worldwide applications and

business services, Hewlett-Packard Company.

The leaders forum was opened by Paul Taylor, whose welcoming remarks focused on the latest primary trends within

business and technology; highlighting how CEOs are now requesting that smartphones and tablets can be securely

connected to the network in light of the consumerisation of IT. Paul added that the cloud is critical for technology leaders

in ensuring operations run more smoothly and efficiently. Another priority is big data, and how information is used to

better understand the customer and spot trends.

In the opening keynote address, Cathryn Riley examined how the digital revolution is transforming customer behaviours,

employee expectations, and the way organisations operate. CIOs now play a critical role within the executive board

and in influencing organisational strategy, as innovation leads to the creation of new business models and distribution

channels. According to Cathryn, “not only are we seeing in a sense a paradigm shift around technology, but very much the exploitation of that technology for business value and for growth”. Cathryn identified data analytics, social media

and mobile, and the convergence of all three areas, as key opportunities and challenges for businesses. Social media is

changing the way that businesses engage with customers and employees, and effective data analytics ensures that a

unique customer experience can be offered. This, combined with the growing numbers connecting to the internet and to

mobile devices, is creating new value chains that businesses can exploit. Successful organisations are those that adopt

technology-led models that improve performance. “In a challenging economy, facing capital constraints and many other issues, it is the ability to innovate for value that becomes paramount to sustained success”, stated Cathryn,

“not innovation for innovation’s sake”.

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CIOs must incorporate technical skills with business expertise, in order to foster an environment of innovation and drive

new revenue streams. “You can really influence not only the IT strategy of organisations, but the business strategy, and can become the architect that fundamentally re-engineers those business processes and creates those models”, stated Cathryn, citing instances in which Aviva is increasing productivity, encouraging new ideas and leveraging

technology trends through global collaboration platforms. “There is a rich source of innovation and ideas amongst the employees and customers that you regularly deal with, and it is a fantastic way of harnessing that to create business value”, Cathryn concluded.

Following the opening keynote address, the panel debated the common themes that are pertinent to technology leaders

when facing cost, operational and regulatory burdens. All panellists concurred that there is an overall desire to reduce

complexity, and a need to implement simpler and more defined operating models. Bryan Glick, referencing Cambridge

University research, identified commoditisation - influenced by the technology trends that are causing major changes

in society and business - as being an enabler of innovation. Bryan added, “we are right in the heart of a real inflection point in the development of IT”, leading Srinivas Koushik from HP to point out that true innovation lies in leveraging

technological advances as business trends into the marketplace, in order to gain a competitive advantage. Peter Taylor

speculated that businesses can differentiate themselves by the services that they offer within a layered technology

provision, resulting in Ian Alderton observing that “those things that will deliver value we want to keep close to heart, anything that is a commodity has a potential to be put on the cloud”. Contemplating the issues raised by Cathryn, the

panel participants noted that the balance of power is shifting in IT, moving from a traditional mindset to one that uses the

relationship between technology and the user to drive change.

The panel was asked whether the next generation of ‘Millenials’, who are used to yammer, twittering and messaging, will

result in the death of email in business. The panellists on the one hand agreed that the popularity of employee micro-

blogging and the monitoring of customer activity, if combined with an organisational change management programme,

can lead to business improvement and the development of products and services by tapping into new mindsets.

However, businesses must be willing to communicate with customers in any way the latter chooses, be it face-to-face,

online or by email. “Our customer base is changing, their dynamics are changing, their expectations are changing and we have to respond to that”, as Ian noted. The fragmentation in the tools available to maintain relationships transcends

to business, and unified communications as referred to by Cathryn is a means of bringing disparate channels together.

Businesses must strive to harmonise the information collected from customers and employees, irrespective of the

channel being used. Srinivas emphasised the importance of social intelligence, and the use of analytics to leverage the

information collected from internal and external sources in a profitable and secure manner, particularly as data visibility

rules become more stringent.

After taking questions from the audience and reflecting on a series of topical issues – from the benefits of information

classification methods for security in the cloud to ensuring that the workforce is skilled for implemented change

mechanisms through training, development and rewards, the forum drew to a close with the conclusion that CIOs as

business leaders should be enablers and not gate-keepers, and have the power to change reality and perceptions in these

innovative times.

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15th March 2012 | Intercontinental Amstel, Amsterdam

On 15 March, a distinguished line-up of experts met at the Intercontinental Amstel in Amsterdam to explore the

megatrends that are transforming strategic priorities and the technological innovations that are enabling senior

technology leaders to deliver business value. Speaking at the FT CIO and Technology Leaders Forum - Managing IT complexity to achieve competitive advantage were Paul Taylor, business technology and telecoms editor, Financial

Times; Marcel Krom, chief information officer, PostNL; Srinivas Koushik, vice president, strategic enterprise services,

worldwide applications and business services, Hewlett-Packard Company; Daniel Lebeau, chief information officer,

GlaxoSmithKline; and Jeroen Tas, executive vice president and chief information officer, Philips.

The leaders forum was opened by Paul Taylor, who stated that CIOs these days are being asked to do more with less,

yet are still expected to manage complexity and deliver growth opportunities through innovation. Paul identified the

consumerisation of IT, mobility, the cloud, big data collection and analytics, and their inherent operational, productivity

and security challenges as key trends that are shaping business behaviours.

Marcel Krom commenced his keynote address by examining the four main factors which enable technology leaders to

stay ahead of the game: namely having a vision, being a good listener and building good relationships with the CEO and

other key departments, understanding the business well, and ensuring that the right talent is employed. Organisations

operating in uncertain economic conditions are looking at IT to help build new business models that cut costs and

generate revenues, creating an environment where processes offer end-to-end quality and functionality. But according to

Marcel, “if we have to cut costs in the process within IT, it always has an effect on other parts of the business. So now we talk the language of business. We give a net present value to every project”.

Information and how it is used to create new business models is considered to be a critical CIO asset. The right data can

ensure stakeholder support, drive value, and achieve a competitive advantage. Stressing the need for the technology

leader to be a visionary, Marcel cited instances where innovation has been implemented within PostNL, including allotting

one day a week for IT employees to brainstorm areas for improvement without distractions, a pilot with smartphones

incorporating an in-built application and the creation of rugged devices for mail delivery staff to achieve efficiencies,

and the adoption of new working styles that enable IT staff to work for longer periods from home and to be trained in

soft-skills to become more emphatic. CIOs must empower their talent to understand the business requirements and

come up with the right solutions. “Information will change the business”, Marcel concluded. “We need to separate the ‘Information’ from the ‘Technology’ within IT to create a closer contact with senior management, other departments and our customers, to know their needs, and to achieve productivity gains”.

Following the keynote address, the panel discussed the role of IT as a true enabler of growth. Jeroen Tas concurred that

innovation is playing an important part in the transformation programme that Philips is currently undertaking, with social

media, interactive devices and applications, gamification and big data being utilised to enhance the customer experience

for multiple product ranges. Jeroen emphasised the importance of integrating technology across the value chain to

ensure success in the marketplace, stating “IT is no longer something separate; IT is now part of multi-functioning teams – it is research, it is the business, it is design and all departments must work together”. Srinivas Koushik

pointed out that the above is a business rather than a technology trend, adding that organisations are now starting to

look at the entire value chain in order to see where a differentiated customer experience can be offered. All panellists

concurred that technology must be faster, cheaper and simpler, leading Daniel Lebeau to speculate that whilst the cloud

sounds like a fantastic solution, the timing and implementation must still be managed carefully. Srinivas opined, “it used to be that IT was internal; now we say ‘design it from the outside in and clearly be very conscious of where you fit in within the ecosystem’”.

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When asked about social collaboration, Jeroen stated that every leading consumer business is involved with social

networking; the next step is mining all collected insights and linking them with other available data. Srinivas added,

“the social element is one component but tying it back into the data that you have within your organisation and how you gain those insights and act on them is critical”. Daniel admitted to a mixed experience of social media

within GlaxoSmithKline, stating that younger and early-adopters of this technology are more likely to participate than

older employees, which may skew findings. The panel was then asked which skills are considered to be the most

important for its IT talent. According to Daniel, “for technologists the one skill that is emerging as being relevant is that of negotiation”. Jeroen identified the importance of ‘business partnering’, stating that employees are expected to

collaborate and create a common team that works towards organisational objectives. Communication skills are just as

important as technology skills these days. Srinivas from HP noted, “we need a lot more people who can actually listen, understand and start coming up with solutions and negotiate at the same time. It is not just about technical skills”.

After taking questions from the audience and reflecting on a series of topical issues, ranging from the benefits

of identifying and outsourcing non-critical processes, the need for vendors to take a more proactive approach,

the importance of engaging with all links in the value chain to ensure everyone feels part of the business strategy,

to the benefits of crowd-sourcing, the forum drew to a close with the conclusion that CIOs need to achieve a balance

between a high vision and extreme discipline to achieve simplification and harmonisation within processes and meet

business objectives.

20th March 2012 | Steigenberger Frankfurter Hof, Frankfurt

On 20 March, a distinguished line-up of experts met at the Steigenberger Frankfurter Hof in Frankfurt to explore how big

data is transforming strategic priorities and how effective business analytics enables senior technology leaders to deliver

value and drive growth. Speaking at the FT CIO and Technology Leaders Forum - Managing IT complexity to achieve competitive advantage were Paul Taylor, business technology and telecoms editor, Financial Times; Dr. Alexander Vollert,

member of the board, Allianz Deutschland AG; Derek Miers, principal analyst, Forrester Research; Massimo Pellegrino,

vice president, strategy and portfolio lifecycle management – strategic enterprise services, Hewlett-Packard Company;

and Jens Pape, chief technological officer, Xing AG.

Following Paul Taylor’s welcoming remarks, in his keynote address Dr. Alexander Vollert highlighted the key trends that

are shaping the role of the CIO as a business influencer, and what is driving these trends. Defining present industry

disruptions as ‘The New Normal’, Alexander explored how customer behaviour is changing continuously and more

rapidly as a consequence of increased internet usage and mobility. This has not only changed the way customers access

information, but their relationship with organisations. Technology leaders that adopt a customer-facing IT strategy

are able to gain a competitive advantage by offering differentiated and personalised products that meet consumer

expectations across multiple channels and selling points. Customer data is a real asset to be exploited. The challenge

according to Alexander lies in developing applications and implementing change programmes that are customer focused,

seamlessly integrating channels and a legacy of old systems with new technologies, and managing the data collected

in real-time. “And since we now need in all interfaces and in all touch-points the same view of the customer, we have to integrate these systems. And the way to do it intelligently is in a modular way”, stated Alexander. Integrating the

customer as part of the value chain is all about real-time data management, and IT is an innovator in that it provides the

analytics, the business intelligence, improved interactions and the ability to use the collected information to enhance

service and product offerings and reduce the business risk exposure.

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CIOs must protect the data now that value chains are being disrupted. Allianz Deutschland favours private clouds

over public ones in order to balance the value of customer information and data security with the business need for

speed-to-market. Another challenge for technology leaders is to optimise the benefits of virtualisation, internal social

networks, ‘bring your own device’ tendencies, and other innovations in order to increase productivity and reduce process

complexities and costs. “I believe a lot in standardising product modelling and concepts - I think a lot of it is about being strong enough to do a standardised approach on various key processes across different lines of businesses. It all starts with the data model. Once we have clear rules and a set up for the data model, the rest is quite simple”,

Alexander concluded.

Following the opening keynote address, the panel observed that it is no longer possible to separate the business and IT,

and data plays a key role in globalising and humanising processes. According to Derek Miers, “you need to be prepared to go beyond technology in terms of the conversations you have with executives and customers who don’t care about your processes. They care about the outcomes that processes are going to deliver, and they care about the business results”. The challenge for CIOs is how data is used in the execution of processes, and getting the skills needed

to ensure long-term commitment and success. Massimo Pellegrino from HP discussed the importance of integrating

unstructured and structured data and the resulting complexities of managing information in real time. Massimo noted, “for unstructured data you have to think in a completely different way. The objective is to extract meaning from all data and merge this information with other data that is more structured in nature”. Jens Pape concurred, stating

that information is a key element of Xing’s business strategy, which aims to be data-centric, and it is data that drives the

organisation’s architecture and applications.

The panel also explored how communication with internal and external sources can assist organisations in achieving

innovation in operations and product development. By dedicating one week every two months to innovation, Xing is

able to generate, test, implement and integrate between fifteen and twenty projects in a short space of time, leading to

motivated employees and increased efficiencies. Jens observed that developers are essential to new product creation,

more so than customers at times. Hewlett-Packard utilise global labs and workshops to facilitate brainstorming

discussions around specific innovation trends such as mobility, the cloud, social intelligence and big data. Co-innovation

with customers is critical, as highlighted by Massimo, with online communities, social networking and crowd-sourcing

cited as being effective mechanisms for generating information and developing new products and services. Privacy

requirements must be met, but once authorisation is attained, merging information from multiple sources enables

organisations to segment the customer base and create richer profiles. All panellists agreed that engagement from all

sides is imperative, leading Alexander Vollert to point out, “we invest a lot of money in just trying to understand our customers. And that is where the whole employee engagement and change processes are absolutely crucial”.

After taking questions from the audience and reflecting on a series of topical issues – from data protection and privacy

concerns and the impact they have on information management to technology leader experiences of driving change

through the business and the importance of CEO support, the forum drew to a close with the conclusion that CIOs

must identify where they can create value, and act as a facilitator in making things happen by effectively leveraging

available data.

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27th March 2012 | Widder Hotel, Zurich

On 27 March, a distinguished line-up of experts met at the Widder Hotel in Zurich to explore the megatrends that are

transforming strategic priorities and the technological innovations that are enabling senior technology leaders to

deliver business value. Speaking at the FT CIO and Technology Leaders Forum - Managing IT complexity to achieve competitive advantage were Ade McCormack, columnist, Financial Times; Jochen Schneider, chief information officer,

Zürcher Kantonalbank; Mike Fitzgerald, vice president – EMEA strategic enterprise services, Hewlett-Packard Company;

Joe Norburn, head of client and front office solutions, Coutts; and Tobias Rölz, head of IT workplace and application

services, Hilti Corporation.

The leaders forum was opened by Ade McCormack, whose welcoming remarks focused on the challenges facing

organisations in light of the new digital economy. CIOs are expected to embrace mobility, social networks, ‘bring your own

device’ trends, and other disruptive technologies yet still maintain data security, bring down IT costs and offer real-time

services. Ade noted, “we are expected to deliver more for less, or expected to act like a partner, yet get treated like a supplier. This is a serious challenge for us, IT functions, and the IT industry as a whole”.

In the opening keynote address, Jochen Schneider explained that the role of the CIO is to influence the organisation with

available resources, to manage complexity, bring about change quickly, and to try and close the gap between IT and

business functions. According to Jochen, “I still believe that the most difficult interface we are managing as CIOs is the one between business and IT. It is not a technical, protocol-based interface, but the human interface that creates the most difficulties”. The management team within Zürcher Kantonalbank realised the opportunities that exist in social

media when a special offer for the young customer base was modified, resulting in over 5000 twitter complaints. The

huge online response highlighted the impact of social networking and triggered a movement within the bank to establish

innovative ways of interacting with consumers. Jochen identified data security, solid IT architectures and strategies,

brainstorming sessions and a supportive internal culture as being critical to enabling innovation within an organisation.

Mobile banking security is the next step in financial services industries. Meeting regulatory requirements and achieving

compliance is essential, and can be time consuming to implement into processes, so Jochen explained that a senior

management project team was established to define the ten rules of mobility and the necessary data protection layers

and mechanisms needed to cope with this new environment. This set a standard for future innovation-based projects,

ensuring speedy turn-around times that do not require approval from the legal department. Ethical codes were also

adopted for employees participating in social networks, and Jochen added that loyalty and a solid culture within the

whole enterprise is the most essential protection against data leakage. Limited budgets mean that it is important to set a

long-term IT strategy in order to know the direction the organisation must take and to prioritise the functional areas that

will most benefit from innovations. The bank utilises the ‘Design Thinking’ methodology created by Stanford University

and further adapted by The University of St. Gallen in order to brainstorm projects that will shape the future workplace.

“It showed people that you can think outside of the box, that you can work differently, and it very slowly changed the culture in our IT department”, Jochen concluded.

Following the opening keynote address, the panel contemplated the issues raised by Jochen, noting that the link between

IT and business is indeed important and shapes technology investments and growth strategies. Rolling out global

standardised processes, multi-channel integration, utilising the cloud to gain efficiencies, enabling virtualisation and

mobility, incorporating social media into business intelligence, and ensuring connectivity with employees and customers

via applications and innovative devices are effective mechanisms for CIOs to transform the business. According to Tobias

Rölz, “we need to do things faster, better, and develop products that build a better future for the organisation and create enthusiastic customers”.

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Joe Norburn added that as a consequence of the new digital age, technology leaders must bring the front, back and

middle offices together through IT, yet stressed that innovation should not be adopted for the sake of it but should

be a practical and well considered strategy. Mike Fitzgerald from HP pointed out that CIOs must be involved with the

decision-making and strategy development process, and declared that the conversation should be about how IT fits

into the business operating model of the future. Joe concurred, noting “if you are not in the room then you do not have a voice; if you don’t have a voice then you are not adding value”. Ade added that conditions that enable technology

leaders to become co-creators of the business strategy include a hyper-competitive market, senior management that

understand the importance of IT, and a CIO that ‘gets’ business. Whilst the next generation of board members will be

more technically-savvy, CIOs as innovators still have a very important role to play and must be seen as the source

of innovation. “We as CIOs need to see external events that become a boardroom agenda, which then become a strategic imperative. We all sit on that value chain and that value chain is increasingly event-driven”, Joe stated.

On being asked where business innovation comes from, the panel agreed that though it is technologically driven,

ultimately all departments within an organisation have a responsibility and an accountability to add value. Mike noted,

“it is absolutely important that you partner with the key opinion makers for perspective in a company and see where they are heading and where you can support them with innovation, and talk to them on a regular basis in a language they understand”. Partnership, and the building of trust between parties is necessary to create a space for smart ideas

and change. Whilst debating big data, the panellists concurred that the term itself can be a vague concept but what is

critical is information management and how data from multiple sources can be integrated in real-time and analysed to

create a competitive advantage.

After reflecting on a series of topical issues, from how innovation can be an effective solution to driving down costs, to the

use of social collaboration for internal communications, and the security, authorisation and culture challenges of allowing

employees to use their own devices and technologies, the forum drew to a close with the suggestion that CIOs need to

position themselves as part of the innovation agenda and to be the ones that introduce disruptive technologies to senior

management. Ade concluded that the role of technology leaders is gravitating towards collaboration and information

management, and opined, “we are the lynchpin between the consumers of new technologies and the providers of new technologies and if that link in the chain is weak, it weakens every aspect of how business and society gets value from its IT investments”.

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Speaker Biographies

Paul TaylorBusiness Technology and Telecoms Editor

Financial Times

Paul Taylor is the FT’s New York-based Business Technology and Telecoms Editor. He is responsible for The Connected Business section of the FT and a regular writer for both the newspaper and FT.com. He also writes a ‘How To’ column on technology for SMB’s.

In his 35 years at the FT, Paul has been local government correspondent, assistant news editor, Americas page editor, New York correspondent, foreign news editor, SE Asia business correspondent and management writer. He was the FT’s UK-based IT correspondent for most of the 1990s and launched the FT’s Personal Technology column in 2002.

Paul left the FT briefly in 2000 to help found a web-based technology analysis start-up and moved back to New York, where he is based now. He has long had a passion for technology and computing and readily admits to being a gadget and gizmo freak and “a bit of a geek”.

Born in Liverpool in 1953, Paul graduated from Oxford University with a degree in Politics, Philosophy and Economics and has a postgraduate diploma in journalism from Cardiff University.

13th March 2012 | Andaz, London

Srinivas KoushikVice President, Strategic Enterprise Services, Worldwide Applications and Business Services

Hewlett-Packard Company

Srini is an innovative and dynamic team leader, comfortable with complexity and the management of process and technology at the executive and board levels. He possesses a diverse skill range and is able to rapidly adapt, mobilise, motivate and sustain teams, as well as drive focus and deliver results to time and cost.

Prior to his role at HP, Srini was Senior Vice President and Chief Information Officer at Nationwide Insurance. During his tenure at Nationwide, he drove the design and implementation of a cutting edge Business Analytics environment, a first of a kind banking environment based on Cloud Computing, a large scale transformation of the company’s infrastructure to use server, storage, network and desktop virtualisation, and one of world’s first CMMi Level 3 Application Development Centers built using Agile methods and lean software development techniques.

Srini was also previously Vice President and Worldwide Architecture Practice Leader at IBM. He was appointed as an IBM Distinguished Engineer in 1998 and elected to the IBM Academy of Technology in 1999. Srini has had a highly decorated career that includes being named an Elite 8 CIO by Insurance and Technology, a Top 25 CTOs by Infoworld in 2004, and one of the Top 10 All Stars in the Financial Services Industry by TechDecisions in 2007.

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13th March 2012 | Andaz, London

Cathryn RileyChief Information Officer

Aviva

Cathryn was appointed Chief Information Officer at Aviva plc in May 2011 after having served in a number of executive roles within the Aviva Group.

In a wide ranging career covering human resources, customer services, operations and general management, Cathryn has worked for British Coal, British Airways, Coopers & Lybrand and BUPA before joining Aviva in 1996.

Cathryn also joined the Board of Equitable Life in August 2009 where she continues to chair the Remuneration Committee.

Bryan GlickEditor-in-Chief

Computer Weekly

Bryan is editor in chief of Computer Weekly, responsible for managing and developing the team producing all computer Weekly editorial content, including the web site, weekly digital magazine, blogs, video, podcasts, web seminars, social media, face-to-face events, community and the CW500 IT leadership group.

Before joining Computer Weekly in November 2009, Bryan was editor of a rival publication, Computing, where he had worked since May 2000. Prior to becoming a journalist, he worked in the IT industry for more than 10 years, for companies including ICL, Intentia (now part of Lawson Software) and Thomas Cook.

Ian AldertonChief Information Officer, Corporate Banking

RBS

Ian Alderton is a Chief Information Officer with abundant business successes, including the recently accredited prestigious title “CIO of the Year 2011” by Banking Technology. His field of expertise encompasses Customer Led Innovation, Organisational Transformation, Information Technology Trend Strategies, Strategic Management and Business growth into new markets and geographies.

As the Chief Information Officer for RBS (Corporate Banking), Ian established the technology vision and strategic plan, transforming organisational performance and supporting multi-billion pound revenues to deliver significant and highly focused results. Prior to joining RBS, Ian was the European Chief Information Officer for Wachovia Bank where he and his team achieved the Thomas Keene award for the Best Trading Technology.

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Speaker Biographies

15th March 2012 | Intercontinental Amstel, Amsterdam

Paul TaylorBusiness Technology and Telecoms Editor

Financial Times

Paul Taylor is the FT’s New York-based Business Technology and Telecoms Editor. He is responsible for The Connected Business section of the FT and a regular writer for both the newspaper and FT.com. He also writes a ‘How To’ column on technology for SMB’s.

In his 35 years at the FT, Paul has been local government correspondent, assistant news editor, Americas page editor, New York correspondent, foreign news editor, SE Asia business correspondent and management writer. He was the FT’s UK-based IT correspondent for most of the 1990s and launched the FT’s Personal Technology column in 2002.

Paul left the FT briefly in 2000 to help found a web-based technology analysis start-up and moved back to New York, where he is based now. He has long had a passion for technology and computing and readily admits to being a gadget and gizmo freak and “a bit of a geek”.

Born in Liverpool in 1953, Paul graduated from Oxford University with a degree in Politics, Philosophy and Economics and has a postgraduate diploma in journalism from Cardiff University.

Srinivas KoushikVice President, Strategic Enterprise Services, Worldwide Applications and Business Services

Hewlett-Packard Company

Srini is an innovative and dynamic team leader, comfortable with complexity and the management of process and technology at the executive and board levels. He possesses a diverse skill range and is able to rapidly adapt, mobilise, motivate and sustain teams, as well as drive focus and deliver results to time and cost.

Prior to his role at HP, Srini was Senior Vice President and Chief Information Officer at Nationwide Insurance. During his tenure at Nationwide, he drove the design and implementation of a cutting edge Business Analytics environment, a first of a kind banking environment based on Cloud Computing, a large scale transformation of the company’s infrastructure to use server, storage, network and desktop virtualisation, and one of world’s first CMMi Level 3 Application Development Centers built using Agile methods and lean software development techniques.

Srini was also previously Vice President and Worldwide Architecture Practice Leader at IBM. He was appointed as an IBM Distinguished Engineer in 1998 and elected to the IBM Academy of Technology in 1999. Srini has had a highly decorated career that includes being named an Elite 8 CIO by Insurance and Technology, a Top 25 CTOs by Infoworld in 2004, and one of the Top 10 All Stars in the Financial Services Industry by TechDecisions in 2007.

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15th March 2012 | Intercontinental Amstel, Amsterdam

Marcel KromChief Information Officer

PostNL

Following studies in Business Information Management, Marcel Krom started his career in IT with programming and information analysis, and became a manager in 1992. Since then he has worked as an IT Manager, Consultant, Sales Executive, Commercial Director, and IT Director within different companies and within PostNL. He was promoted to General Manager of Cendris (a subsidiary of PostNL) and since the end of 2009 is the CIO of PostNL. Marcel Krom’s major areas of responsibilities include the support of innovation within the company, and to embed a new culture of self supporting professionals within the IT organisation. Mr. Krom’s expertise is alignment, cooperation in large companies, change programs, strategy, innovation and product development. He has been an IT professional for over 20 years and has been active in all different aspects of IT. His most important concern is how IT can benefit the business in all fields. Acceptance is the multiplier which will impact effectiveness the most.

Daniel LebeauVice President of Management and Information Systems

GlaxoSmithKline Biologicals

Daniel Lebeau joined GlaxoSmithKline (GSK) Biologicals as Head of IT in September 2000. GSK Biologicals is the global market leader in human vaccines with a revenue of €5 billion and a market share of 25%.

In 1984, Daniel graduated with a degree in Engineering Sciences from the Polytechnic Faculty of Mons, Belgium. In 1991, he was awarded a PhD in Plasma Physics from the same faculty. Daniel also holds a Diploma in Management from the Université catholique de Louvain (UCL), Belgium.

From 1991 through to 2000, Daniel held a number of important roles at Kraft Foods Belgium, including Logistics Manager and Information Systems Manager.

In 2009, Daniel was named among the top 50 global CIOs by InformationWeek. The following year, he was elected CIO of the Year by a jury of Belgian IT professionals.

In 2011, Daniel was awarded European CIO of the Year by a panel of judges from INSEAD. He was also named in the 2011 list of 25 Top Information Managers, as chosen by Information Management Magazine.

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Speaker Biographies

Jeroen TasExecutive Vice President and Chief Information Officer

Philips

Jeroen Tas is Executive Vice President and Chief Information Officer at Philips. Jeroen joined Philips in April 2011 with an entrepreneurial background in businesses and technology. Jeroen leads the IT organisation worldwide and he and his team are evolving IT to become a fundamental enabler of growth for Philips.

Before joining Philips Jeroen Tas was operating partner at Exigen Capital. During 2010 he restructured Exigen Services, an IT Services company with centres in Eastern Europe, as interim CEO. Earlier Jeroen was co-founder and served as vice-chairman, president and COO of MphasiS and Information Technology (IT) and Business Process Outsourcing (BPO) services provider with revenues of over $1 billion. MphasiS was acquired by EDS (an HP company) in June 2006. At EDS he has led the Global Business Operations and the Global Competency Centres in India, Latin America, China and Egypt for the $6Bn+ Applications Services. Before starting MphasiS he was with Citibank, heading Transaction Technology Inc., a subsidiary of Citigroup that delivered technology-based financial products. He has worked for Digital Equipment and Philips in international marketing and project management positions in the USA, Europe and Asia.

15th March 2012 | Intercontinental Amstel, Amsterdam

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Paul TaylorBusiness Technology and Telecoms Editor

Financial Times

Paul Taylor is the FT’s New York-based Business Technology and Telecoms Editor. He is responsible for The Connected Business section of the FT and a regular writer for both the newspaper and FT.com. He also writes a ‘How To’ column on technology for SMB’s.

In his 35 years at the FT, Paul has been local government correspondent, assistant news editor, Americas page editor, New York correspondent, foreign news editor, SE Asia business correspondent and management writer. He was the FT’s UK-based IT correspondent for most of the 1990s and launched the FT’s Personal Technology column in 2002.

Paul left the FT briefly in 2000 to help found a web-based technology analysis start-up and moved back to New York, where he is based now. He has long had a passion for technology and computing and readily admits to being a gadget and gizmo freak and “a bit of a geek”.

Born in Liverpool in 1953, Paul graduated from Oxford University with a degree in Politics, Philosophy and Economics and has a postgraduate diploma in journalism from Cardiff University.

20th March 2012 | Steigenberger Frankfurter Hof, Frankfurt

Massimo PellegrinoVice President, Strategy and Portfolio Lifecycle Management – Strategic Enterprise Services

Hewlett-Packard Company

Massimo Pellegrino has the responsibility of Worldwide Strategy and Portfolio Lifecycle Management for Strategic Enterprise Services. This organisation is focused on designing and developing Information Management and Analytics, Cloud, Mobility and Security services.

In his previous role, Massimo led the Enterprise Information Solutions (EIS) division in HP Enterprise Services.

The organisation has the objective of providing HP clients with enterprise information intelligence solutions to solve some of their most pressing business problems.

Massimo is an inspired leader who has both the credentials and passion required for building an empowered organisation focused on establishing HP as the undisputed leader in the information management space. He has two decades of management experience in IT and Professional Services.

Previously, Massimo held the position of VP and General Manager of BIS in EMEA where he directed HP’s Business Intelligence effort with great success.

Prior to joining HP, he held the position of Area Vice President for Southern Europe, Middle East and Africa at NCR/Teradata where he developed data warehousing growth strategies by country for the telecommunications, financial services, retail and manufacturing industries.

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Speaker Biographies

20th March 2012 | Steigenberger Frankfurter Hof, Frankfurt

Dr. Alexander VollertMember of the Board

Allianz Deutschland AG

Alexander Vollert is a Member of the Board of Management and COO of Allianz Deutschland AG. He has headed the functions Organisational Management (Betriebsorganisation) and Information Technology since the beginning of 2011.

Formerly, he was with McKinsey & Company as a consultant and partner. During that time he mainly served financial institutions in various transformational programs.

Prior to working as a consultant, Alexander studied industrial engineering and management science in Karlsruhe, Germany. He holds a doctoral degree in business administration. His research field was option pricing theory and its application to strategic valuation of companies. In addition, he worked as a freelance consultant in risk and quality management.

Jens PapeChief Technological Officer

Xing AG

Jens Pape has been Chief Technological Officer (CTO) at XING AG since March 2011. In this capacity he is responsible for driving the platform from a technological perspective, for ensuring its smooth operation, and for realising new features along with project management work.

Before taking up this position at XING AG, Jens Pape was Vice President Online at Telefónica o2 Germany where he was responsible for turning the company into an online-centric business. In this role he reported directly to the CEO.

Prior to this position, Jens was CIO and member of the board at Hansenet, during which time he was responsible among other things for migrating AOL customer data to the Hansenet environment. Before becoming CIO, Jens, a qualified engineer, held the position of CTO and member of the board at AOL Deutschland for a number of years.

Derek MiersPrincipal Analyst

Forrester Research

Derek serves Business Process Professionals. He is an internationally recognised expert in business process management and organisational transformation. He has worked in this area for more than 20 years, dealing with major brands, governmental organisations, and NGOs.

Derek’s research focuses on the methods, approaches, frameworks, tools, techniques, and technologies of business process management (BPM); business process improvement; business transformation; and organisational change. He places special emphasis on an outcome-based, customer-focused approach.

Derek is a well-known keynote speaker and chair of major BPM conferences. As co-chair of BPMI.org, he helped merge the organisation with the Object Management Group (OMG).

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27th March 2012 | Widder Hotel, Zurich

Ade McCormackConnected Business Columnist

Financial Times

Ade McCormack has been an opinion columnist with the Financial Times since 2004.

His focus is on advising business leaders on IT matters. He is the author of a number of books including the ‘IT Value Stack - A Boardroom Guide to IT Leadership’, which was critically acclaimed by Nick Carr, former editor of Harvard Business Review - “Ade McCormack sounds a much-needed clarion call for IT to “grow up” and become a mature business function.”

He is also a visiting lecturer at MIT Sloan School of Management where he lectures on digital leadership as part of the MBA programme. He also helps organisations prepare for the digital economy through his eWorld Academy (www.eworldacademy.com).

Ade’s IT Beacon blog (www.itbeaconblog.com) was recently short listed by Computer Weekly magazine as one of the most influential blogs in respect of the CIO.

Mike FitzgeraldVice President, Strategic Enterprise Services (SES) - EMEA

Hewlett-Packard Company

Michael leads HP’s Strategic Enterprise Services EMEA unit covering the up-front consulting disciplines and domains necessary to facilitate successful Business and IT Transformation.

Michael is a senior practical strategist used to leading the assessment, design and successful execution of large scale transformations. His 11 years in HP has included establishing successful consulting practices the most recent centered on HP’s Transformation Framework – the integrated suite of IP, methods and know-how that enables for clients to truly exploit HP as a Strategic Partner for change.

His leadership in client programs includes transforming front line citizen services in the UK Department for Work and Pensions; the introduction of IT Shared Services to 140,000 users serving 26 million customers. Strategic Transformation interventions include; re-purposing elements of the National Program for IT (UK NHS) and the Defence Information Infrastructure program – the largest Information Infrastructure program in Europe.

Prior to HP Michael worked for BMW’s Softlab in EMEA and South Africa leading programs to help transform blue chip IT Operating Models and ways of developing and maintaining applications; creating new business units; a period as Global Marketing Director and Executive responsible for a post merger integration and strategy within the UK.

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Speaker Biographies

27th March 2012 | Widder Hotel, Zurich

Tobias RölzHead of IT Workplace & Application Services

Hilti Corporation

Tobias Roelz has been working for Hilti since 2008.

Tobias is Head of workplace and application services and with that responsible for the Hilti wide application, client, workplace and communication infrastructure. He focuses on the strategy and the implementation of new, innovative infrastructure strategies like “Bring your own Technology” and miscellaneous cloud computing initiatives.

Previous to Hilti Tobias spent 10 years in different IT management functions for the automotive supplier Continental in Germany and China.

Tobias studied computer science and business administration at a private university near Hamburg.

Jochen SchneiderCIO

Zürcher Kantonalbank

Since September 2009, Jochen Schneider has headed the organisation of the Information Technology unit at Zürcher Kantonalbank. In this capacity, he is also the CIO and chairman of the IT steering committee of Zürcher Kantonalbank.

His career has led him from a position as Key Account Manager at IBM Deutschland, Program Manager at Smart, Head of IT and Member of the Management Board at Swisscomand PostFinance and finally to Zürcher Kantonalbank.

Joe NorburnHead of Client and Front-Office solutions

Coutts

Joe joined Coutts, Wealth Division of RBS group in October 2011 as Head of Client and Front Office Solutions. He has an impressive track record working over the past 18 years in banking and security in the online environment.

Prior to Coutts, he worked at IdenTrust, where he spent five years as Managing Director for EMEA & Asia Pacific and Global Head of Customer Relationships. Prior to that, he spent nine years working in a number of digital roles within the Royal Bank of Scotland Group.

Joe is married with two girls and holds an MBA.

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Organisers

The events arm of the Financial Times ‘Financial Times Live Global Conferences & Events’ organises high-level strategic events for the international business and financial community.

From conferences and summits gathering 150-400 people or more, to smaller customised business forums for clients including national governments, multilateral institutions, multinationals, investment banks, accountancy firms, etc, the events held by FT Conferences have gained a reputation for ground-breaking content, stimulating speakers, productive networking and seamless organisation.

www.ft-live.com

Today’s emerging IT technologies offer exciting new possibilities to evolve, compete and grow.

Businesses can increase their agility by harnessing the power of real-time data, by connecting through mobile applications and by embracing the efficiencies of the cloud. Just some of the ways HP Enterprise Services is helping clients to transform their applications and their businesses.

We work in partnership with clients to deliver application services, solutions and consulting to more than 1,000 organisations worldwide, supporting more than one million applications. With almost 50 years of experience, we know what it takes to optimise information assets and transform outdated applications into modern, agile assets that improve business performance and deliver real results.

www.hp-applications.com

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www.ftconferences.com/cio