“Law firms are recognised as traditional and risk averse due to the nature of the service they provide. However, innovation is in our firm’s DNA,” says SarahThirlwall, who took on the inaugural CDO role at MinterEllisonRuddWatts following a long-term executive career in the health sector.
Change Management / Interviews
Rebecca Thomas heads the PwC Asia Pacific CIO Council, and through this, influences the global PwC IT community
CIO New Zealand launches the inaugural CIO50, recognising the nation's top 50 technology and digital chiefs of 2019, at the Te Papa in Wellington (Photos by Mark Coote)
“Whenever you deliver IT projects or enhancements to a business, you are delivering a change. You should never lose focus on who is impacted by this change and how the change affects them,” says Mark Leadbetter of House of Travel.
“We wanted to improve operational efficiency and increase cross-functional collaboration, by disrupting and changing our traditional way of working,” says Roger Jones, executive general manager technology at Auckland Transport
The Instillery has joined forces with Vo2 Group in New Zealand, in a merger designed to drive wider adoption of cloud technologies across the country.
“Driving technology transformation required me to adapt the business case and ‘technical solution sell’ to many different stakeholders,” says Nathan John Steiner, head of systems engineering ANZ, at Veeam.
“We are confident, audacious and constantly challenging ourselves, the status quo and leading the pace of change,” is how Grant Strang describes the approach of the technology team at tertiary provider Te Wānanga o Aotearoa (TWoA). The results, he says, can be seen in the range of projects they have delivered over the past year.
PepsiCo Australia and New Zealand has already completed its Agile transformation, led by chief information officer Ursula Phillips who has been with the company since 2012 and in the CIO role for four years.
For Simon Clarke of Trustpower, the key question a CIO needs to ask is, “How are our technology team and technology investments creating competitive advantage for our business?"
“Our ethos is ‘learn fast and adapt’,” says Craig Bunyan, says of the technology team at ANZ Bank.
“We have to think of our customers being every citizen in New Zealand. They expect government to be gaining the same insights from data they can gain themselves and use them to improve their lot.” For Chris Buxton, chief digital officer at Statistics New Zealand, this perspective has impacted the way he and his team have been working with the rest of the senior management to deliver on the agency’s goal of “unleashing the power of data to change lives.”
It's the nightmare of every chief information officer – a systems meltdown that unplugs vital services, causing embarrassment in the burning glare of media attention.
But while working through a crisis is an integral part of every organisation's disaster plan, how does a CIO pick up the pieces after the initial problems are temporarily fixed?
With innovation firmly back on the agenda in the boardrooms of big Australian companies, and all departments expected to contribute, a growing number of organisations are looking for ways to measure the value that information technology delivers to their businesses – rather than simply allocating a fixed budget every year for maintaining operations.
As these traditional models are ¬challenged by new ways of doing things, it  makes sense to ask whether cloud ¬computing will offer greater visibility to the true costs and benefits of IT.
After a successful career in ICT, first in Wellington then contracting in the UK and Europe, Hamish Grant returned with his family to Palmerston North, his hometown, in 2006, thinking he might semi-retire.
“My wife is English, but we met in Wellington,” he says, so the move to Europe was for personal as well as career reasons.
Wayne Shurts had no experience overseeing IT operations in emerging markets when Cadbury CEO Todd Stitzer appointed him global CIO last summer. The geographic parameters of Shurts' responsibilities at the sweets maker - with a presence everywhere from Pakistan to Palau - multiplied overnight.
The former CIO for North America now spends most of his time globe-trotting from his home base in Parsippany, New Jersey, to London headquarters to operations on six continents.
To the viewing public, broadcast free-to-air television is essentially about breaking news, reality TV, sitcoms, movies, sports and other forms of entertainment.
Damian Swaffield has quite a different perspective.
In 2006 Department of Internal Affairs (DIA) CIO David Spaziani was handed the task of assembling the Department’s disparate ICT silos into a coherent whole. The department-wide change process not only achieved this, it did so without an increase in budget or the wholesale exodus of staff, Spaziani said at the recent CIO Leaders’ Luncheons in Auckland and Wellington.
New Zealand’s Department of Internal Affairs has been dubbed the “mother of all departments”. It reports to six ministers, administers more than 90 Acts and Regulations, and employs 1400 staff in 21 offices here and overseas.
The University of Sydney is being rebuilt from the inside out. Winding roadways with pokey parking for each faculty are being bulldozed in favour of wide avenues, and dingy student cafes are gradually being replaced by modern kiosks.
However, these winds of change are unlikely to have any significant effect on the haphazard collection of buildings that radiate out from the 150-year-old quadrangle. Solid stone structures with high ceilings seem to be competing for space alongside permanent demountables, underground lecture theatres and intricate multipurpose structures with numerous entrances and countless balconies. It's history written in architecture.
Outside IBM's large, grey, Stalinist complex on London's South Bank, the squally March weather is blowing umbrellas inside out, and sending discarded newspapers, food wrappers, and other detritus to the four winds. Tourists scurry into the nearby National Theatre, Hayward Gallery and other attractions, sprinting to escape the latest caprices of nature.
Inside, Graham Spittle is reflecting on a different type of sudden change. After two decades working in software development at IBM's famed Hursley campus near Winchester, Hampshire, Spittle is taking up a new challenge, as IBM's Software Group vice president for the UK, Ireland and South Africa.