Thomas Hyde operates across different levels at Beca, leading a team with a diverse and strategic portfolio and over the past year, influenced the organisation to modify its mission statement.
Stories by Divina Paredes
Over the past two years, Jason Mangan and his team at the University of Auckland have designed and implemented Connect. “Within this single organisation, our application and infrastructure staff are now organised into common practices and orchestrated across 26 multi-disciplinary teams, aligned to our academic faculty and business division customers in a value stream formation,” says Mangan.
“The most important lesson I have learnt so far is to be open-minded in my perspective as a leader,” says Christine Yip, business improvement manager at LSG Sky Chefs NZ.
Rebecca Chenery has been leading a cultural and digital transformation of Watercare for nearly three years now.
“Through this digital transformation, the most significant change achieved has been the cultural shift towards agile, collaborative, cross-functional team working across all areas of the business – not just projects delivering digital solutions,” she says.
Richard Wyke, chief product officer at Figured, works with market leaders to develop product and technology solutions, so that Figured can stretch its capabilities and open up new opportunities. This has led to the development of products like Figured Benchmarking, scenario planning and their work with BNZ on the response to M.Bovis.
ANZ is always looking for opportunities to improve and personalise customer experience by providing a more natural and simple interaction, says Craig Bunyan, general manager technology at ANZ New Zealand.
healthAlliance, in partnership with the district health boards, has for the past two years been delivering the the Northern Region Information Systems Strategic Plan, one of the largest digital transformations in New Zealand.
Piers Shore increased the focus on digital delivery within his leadership team following a review of IT-related activity across business units. The aim is to identify duplicate or inefficient spend that would be more efficient if centralised to IT. This has provided a centralised development capability for digital initiatives across Fonterra.
Jennifer Sepull highlights her team’s work on the company-wide programme to improve Air New Zealand’s On Time Performance (OTP) metrics, which led to a raft of innovations across the business
Nathan Scott says Valocity Global has demonstrated strategic leadership in solving a critical need for innovation in markets restricted by legacy technology and manual processes. In doing so, it has brought choice and transformational change to the property valuation industry for the first time in several territories.
AUT has implemented the most comprehensive cybersecurity campaign, which not only addressed threats behind the scenes, but also increased awareness among staff and students, says its CIO Liz Gosling. “While cybersecurity may be regarded by some as ‘housekeeping’, the increasing sophistication of threats means the risk of members of staff and students being exposed to them are greater. This can no longer be seen as business as usual at the university."
“Chief digital officer is a new role at Z Energy, and with that came a lot of freedom to set my own path,” says Mandy Simpson.
“Critical to the success of any CIO is the team around them, and the most important lesson I have learned has been to ensure that I put in place the most effective team possible,” says Mandy Kennedy, chief technology officer of Regional Facilities Auckland.
Harmoney had just celebrated its fifth year and has grown from a startup to a strong successful business, says its CTO Andrew Bates.
“We have an explicit ‘non-technology first approach’,” says Nicholas Fourie, vice president – ICT at Fisher & Paykel Healthcare. The goal for him and his team is to become so integrated in the business, so they are called upon to solve problems whether there is a digital solution or not.