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					                2009

CIO STRATEGIC INSIGHTS SURVEY
    An IT Leadership Perspective
Ronny Lommelen
  Managing Director
 Harvey Nash Belgium
 Simon Wassall
European Managing Director
       Harvey Nash
                2009

CIO STRATEGIC INSIGHTS SURVEY
    An IT Leadership Perspective
Albert Ellis
    CEO
 Harvey Nash
The CIO as business leader
Personal brand
 “97% agree that the CIO needs a strong personal brand”




                              Very Important 63%

                              Quite Important 34%

                              Not Important 3%
The CIO as business leader

     Leadership
     Communication
     Influencing skills
     Change Management
Strategic responsibilities
 “reversing a 3 year negative trend the role of the CIO
                 is suddenly becoming more strategic”


                                         Cost saving     84%


                                         Collaboration   46%


                                         Innovation      44%
Skills (1)
             “leadership skills required in a downturn”
Skills (2)
             “54 per cent suffer skills shortages”

                                Project delivery    39%


                                Business Analysis   39%


                                Architecture        32%


                                IT Strategy         28%


                                Relationship        28%
Outsourcing and offshoring (1)
 “this year cost reduction is cited as the main reason”
Outsourcing and offshoring (2)

         Most important reasons to outsource
21st Century Career
Collaboration & Innovation




                             Metcalfe’s
                               Law
The road to……….
                2009

CIO STRATEGIC INSIGHTS SURVEY
    An IT Leadership Perspective
          Alfred den Besten
MarketCap International & COMvenience


From Desktop Automation to HPW
                                         J




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04/11/09
                     COLLABORATION ?
                       COMvenience Europe BV 1919
                            | Confidential
Trends & Development
                   TRAFFIC & developments
                  Trends &CONGESTION
    ENVIRONMENT                        ECONOMIC SITUATION

                                        INTERNATIONAL
WORKING BALANCE
                                        MARKETS

 GLOBAL
                                        OUTSOURCING
 COMPETITION


       PARTNERSHIPS                    GLOBAL PRODUCTION
                   TRAVEL & EXPENSES

        OF INFLUENCE ON THE WAY WE COMMUNICATE,
                WORK (TOGETHER), AND LIFE
Trends & Development
    Current market situation increases focus on:
        cost reduction
        operational efficiency
        personal efficiency
        (environmental) conscious business
        maintain working “pleaser”


    These elements have a direct impact on the professional
     and her or his workplace / workspace.


    The New Way of Working (“Het Nieuwe Werken”) and the
     necessary tools make The High Performance Workplace
     possible.
Vision

 BETTER COMMUNICATION,
 MEANS BETTER COLLABORATION
 WHICH IS MORE EFFICIENT
 AND THEREFOR DELIVERS
 MORE (INVESTMENT) RETURN
The New Way of Working
    “Work is an activity and not a place or location”
    “Be able to work independent of place and time”
    “Optimal usage of communication and collaboration”


    TNWoW must contribute / lead to:
        decreasing costs
        increasing productivity
        strengthen the (market) position of the organisation
        bring back the fun in communication


    TNWoW is not a toolset, it’s a vision!
        don’t just buy technology
        (firmly) rooted in the organisational processes
        start with a vision and full confidence
TNWoW: some facts
 Employees who communicate more efficient, achieve more.
    Bottom line, communication is a Key Performance Factor.


 Overall 34 percent of the employees gain inspiration and ideas for work while
    communicating with friends and family (factor4index.nl).


 While searching for a new job employees are more interested in the organisational
    culture, salary is a less important factor (Johnson & McElhenie).


 Working mobile leads to better quality and performance (managersonline.nl).


 Outworkers are (compared to office workers) more satisfied, more loyal and more proud
    (WallStreetJournal).


 When 20 percent of all external business meetings is replaced by videoconferencing or
   (better) unified conferencing this naturally will save up to 20 percent of all business
   traffic which will reduce traffic with 2.7 billion kilometres (awvn.nl).
TNWoW: some facts
    Communication and flexible access to and distribution of documents and data are the
     basis of TNWoW


    Excellent and flexible communication:
         “viewing” what the other says, indicates and what it really means: visual and
          non-verbal communication
         simple, intuitive, fast: ease of use


    Efficient and productive collaboration:
         simple and fast access to data, documents, information, news
         independent of place, time and network access to the workplace
         collaborating, reworking and sharing of documents


    Be more productive: within the same timeframe with better quality and more fun,
     more satisfaction and sufficient time for creativity
The New Generation = Y

 There are 3 generation employees:

    -   G1: 50 years or older
    -   G2: 30 to 50 years old
    -   G3: 30 years or younger


        Overall app. 60 percent of the large enterprises don’t
 recognize the “generations” and their different levels of technology
 acceptance, adoption and (efficient) usage. Especially IT
 management doesn’t recognize and / or acknowledge the generation
 differences.
Generation Y
   - born between 1980 and 2000
   - demanding and productive
   - very knowledgeable / search experts
   - high expectations (themselves, others)
   - focus on quality (money isn’t everything)
   - serious workforce (but not all expenses)
   - looking for self-development
   - want to be responsible
   - variance is a necessity
   - working with intensity


   High Performance / High Maintenance !
High Performance Workplace
      Overall 50 percent of all large enterprises makes use of
 Enterprise Content Management applications. But also 40
 percent uses Team Spaces, Social Networks, Instant
 Messaging and/or Video Conferencing.


       Imagine there is a 35 percent usage of Wikis within the
 large enterprise. And the market penetration of Social
 Tagging, Web Conferencing and Corporate Blogging is already
 above 25 percent.


      Times, they are changing!
High Performance Workplace
                      I:     Low
                      potential value /
                      Low use of HPW;


                      II: Low potential
                      value / High use
                      of HPW;


                      III: High potential
                      value / Low use of
                      HPW;


                      IV: High potential
                      value / High use
                      of HPW.
                                  J




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                           can’t
      In your face / IEurope BV see you!
04/11/09       COMvenience        3030
                     | Confidential
Visual communication all around
Non verbal communication
Technology versus vision

    It’s not only technology or vision, it’s also
     the way it becomes a fully integrated part
     of the organisation, the business
     processes, and the company mentality …

    It hard to collaborate with genetic
     organisational bureaucracy …
                                  J




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   HPW needs Unified Conferencing
04/11/09   COMvenience Europe BV 3434
                     | Confidential
Video, Collaboration or All-in-One?



 The new way of communication, collaboration
   and with full flexible workplaces is called:

          “UNIFIED CONFERENCING”
   Communication:


        Indirect goes Direct (Presence Based Communication)
        Text becomes Visual (Visual Interaction/Collaboration)
        Online changes into Instant (Mail > IM)
        Mobility without a doubt (Mobile Presence)


   Users:


        The new generation / Generation Y or 3.0)
        More interaction, less time, no patience
Unified Conferencing   TM




                 ?
                                         J




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04/11/09
                                Questions?
                Thank you! Europe BV
                    COMvenience        3838
                            | Confidential
                2009

CIO STRATEGIC INSIGHTS SURVEY
    An IT Leadership Perspective
Harvey Nash – It Leadership Event

 Michel Hautfenne
 10th Nov. 2009




                    Terry, living with Parkinson’s disease
Agenda
UCB recent major milestones
     • The company evolution
     • IT consulting market context

“Value for Money “ : The permanent challenge
     • Now
     • Future

A major and key element : Information on Market
     • Accurate / Up to Date / Reflects reality


                                         Seen from inside…
       Two Approaches
                                        Seen from outside…
From “Union Chimique Belge” to UCB, a
global biopharma leader
 UCB history in a nutshell
         • Founded in 1928 as “Union Chimique Belge”
         • Films activity started in the thirties in Ghent
         • Pharmaceutical activity started immediately after WW2
 From a 3-sector group to a biopharma leader  acquisitions
   & divestitures
         • End 2002 : acquisition of Solutia
         • 2004 : acquisition of Celltech, divestiture of Surface Specialties
           (Films + Chemicals)  UCB is now a pure pharmaceutical group
         • 2006 : acquisition of Schwarz Pharma


 Major transformations      IT Consulting became a (very)
 in a very short            significant & increasing part of IT
 timeframe                  budget
Today’s Economy – Crisis and Depressed Market
 Mid 2008 to now
          • Deep crisis in the bank sector, the missions of hundreds of IT
            contractors have been terminated at KBC, ING, Fortis, Dexia
          • Situation not brilliant neither in the automotive industry
 Market significantly depressed  what is the best approach
   / where are the best perspectives & opportunities
          • Optimize “Value for Money” today is not enough
          • Consolidate for the future is better
          • Re-focus partnerships could become strategic


  INFORMATION is a KEY factor                In UCB  IT Consulting DB
  - Accurate / Relevant
  - Up to date                               Out UCB  Periodic
  - Reflects reality                         Benchmarking
UCB IT Consulting Database – Three basic tools

 Log Book : since more than 5 years, we keep track of :
         • All contractor profiles, rates evolution
         • All their missions
 Contract Management Tool : on a day-to-day basis
         • Work orders
         • Mission renewals or terminations
         • Specific clauses and conditions
 Reporting and Analysis Tool : periodically / on request
         • Current / Past missions
         • Rates evolution according to specialties
         • Internal audit



   A few typical screen shots …
UCB IT Consulting Database – Home Page
UCB IT Consulting Database – Contractor Profile
UCB IT Consulting Database – Contract Management.
UCB IT Consulting Database – Reporting & Analysis.
Periodic Benchmarking – Market Mechanisms


Contractor
             €                        €                             €
                       Broker 1              Broker 2                 ABC

                                                                       XYZ

                                                                    Big Sam

                                                                     Big …




                                                                                €
                 1.   Too many intermediates
                 2.   Not (very) reactive + complex + not transparent - Model
                 3.   Cost effectiveness specially considering current market
Periodic Benchmarking – Principles

  “n” contractors were identified
  Various profiles but :
     – All working for UCB
     – All specialists in various technologies & activities, and
       from various companies
     – Independent or employee status
     – Mostly full time missions
  Average daily rate = now € …

   Survey run by a “Broker 1” (not working for UCB)  2 questions were asked :
   1. Are you currently available for one of our customers ?
   2. What would be your daily rate for a long term mission ?
Periodic Benchmarking – Market Trends

Market depression obviously confirmed, but variations observed
Compared to 2008, final markups jumped from x.y% to X.Y%
    • Still no added value at the end of the chain
    • Reflects the market depression, tendency of “big” organizations to keep their price
      level, while the broker market is much more dynamic
Harvey Nash (x%) and “abc” (y%) keep a reasonable average markup
Big Sam average markup is much higher, increased now up to XY% (..% >
   mkt)
Big Joe average markup is also increased, even higher now up to XYZ%
   (...% > mkt)
If sticking to a traditional (“Dinosaur”) approach, one miss the
  advantages of market depression that are exclusively kept by Big Sam
  / Big Joe (markup doubled compared to 08, no or limited rate
  changes)
Q&A
                2009

CIO STRATEGIC INSIGHTS SURVEY
    An IT Leadership Perspective
    Q&A
Simon Wassall
                2009

CIO STRATEGIC INSIGHTS SURVEY
    An IT Leadership Perspective

				
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