08:15–09:45 Association’s General Assembly (members only).
09:00–10:00 Welcoming of Participants
Registration, information, handouts, coffee service
10:00–10:05 Word of Welcome and Introduction
Freddy Van den Wyngaert, CIO Agfa-Gevaert, Chairman of the Board, European CIO Association
10:05–10:30 Opening Address
“The strategic road-map of Cigref to 2020”,
Bernard Duverneuil, VP Cigref & Group CIO Essilor
10:30–11:15 Keynote address
“The CIO of the digital Challenge”
Carlo-Alberto Carnevalle Maffé, Professor of Strategy, Bocconi School of Management
11:15–11:40 CIO Case study
Adam Raeburn-James, SVP End User and Infrastructure Services, GSK Introduced by Orange Business Services
11:40–12:40 Parallel workshops sessions
Introduction and Warm-up
14:00–16:30 Parallel workshops sessions (cont’d)
16:30–17:10 Coffee Break
17:10–17:35 CIO Case study
Introduced by CSC
17:35–18:20 CIO TESTIMONIAL : Giuseppe SERRECCHIA
Head of Digital Enabler, Enel
20:00–20:30 Cocktail Hour
20:30–23:00 Gala Dinner, on board of “Le Paris” on the River Seine
09:00–09:45 KEYNOTE ADDRESS
“New chain on the block”,
Philippe Dewost, EVP, digital Economy, Caisse des Dépôts
09:45–10:10 European CIO Association’s main projects and plans for 2017
Presented by Freddy VAN DEN WYNGAERT
10:10–10:30 Start-up Pitches: Innovative Solutions presented by
– Naim KOSAYYER, Co-founder Vize
– Tobias BAHNEMANN, Co-founder Toposens
– Ben HARKNETT, VP EMEA RiskIQ
10:30–11:00 Coffee Break
11:00–13:00 Workshops’ Synthesis
14:30–15:00 CIO Case study
Nigel MOULTON, CTO VCE Introduced by DELL EMC
15:00–15:45 CIO Testimonial
Aloys KREGTING, Group CIO, AkzoNobel
16:00–16:15 Conclusion and Close of Conference
Freddy Van den Wyngaert, CIO Agfa-Gevaert, Chairman of the Board, European CIO Association
With several paradigms reaching maturity levels that quality them for business applications (IoT, Big Data, IA, Block Chain…), businesses and IT organisations are being engulfed by a torrent of digital opportunities. Not only do they have to respond to expectations and trends in a timely fashion or risk losing grip on their historical markets, but they also have to cope with paradigm shi s that may threaten the business, and the credibility of the IT organisation.
Innovation is not always driven by digitalization, but new ways of living and working in a digital world globally are! Opportunities, mostly disrupted ones, should be tackled proactively, not post-disruption and it’s a real challenge for Multinational Corporations: internal inertia, inherited hierarchical culture, heaviness of administrative or bureaucratic processes can all slow organisations down. Are Start-ups the solution? If so, how can we take advantage from working with them?
• Identifying innovative solutions and initiatives: what criteria should be used and who should participate?
• Optimal way of collaboration: internal start-up, incubator, acquisition, partnership, customer-supplier relationships…
• Is there an ideal start-up profile?
• What are the risks having MNCs and Start-ups working together? How can we mitigate the risks?
• How to best set a technological strategy: relying on strong business partnerships or by being agnostic and opportunistic? How do we integrate these new and usually cloud-based platforms with the well-structured legacy information systems?
From in-house and on-premise solutions to cloud-based and related shadow IT, is the IT organisation already being disrupted and “uberised”? Who are these Chief Digital Officers? What are their roles and responsibilities? How CIOs and CDOs should collabo- rate to help their organisations tackle digital stakes?
IT organisations are well used to frequent and quick transformations, or even new paradigms arising over the last 50 years. It has always adapted, maturing from craftsmanship to industrialization and always business led. But today, IT is at the center of new business models, not only a tool to be more efficient anymore but now a key enabler for business strategy!
• What is, could or should be the role of the IT organisation today?
• What does the company need to succeed on this digital journey? Who are the stakeholders?
• How do we become a service broker (“lean IT”)? Who are the (new) clients?
• Shifting from business alignment to business game-changer?
• The end of the IT organisation’s monopoly position: who are the new players and how do we share responsibilities for the “digi- talized” information system?
• This new CIO role is lacking standards today: is this a risk or an opportunity?
Nowadays, IT is a major carrier of technical knowledge. The implementation of new products and services is only possible with a solid and up-to-date technical background. Companies that are not constantly renewing and reinventing themselves are considered business dinosaurs. An IT department that identifies itself as a business driver will proactively influence company development and thus contribute to the company’s success.
• Which suitable corporate structures are necessary?
• Is a “speedboat” approach necessary for enabling new business models?
• What influence is “operational excellence” having?
• What is the innovation process of digitization?
• Which business model patterns best fit with a particular company?
• New Business models or new Business opportunities?
• How can IT be integrated into the product?
• How can data become a product in itself?
To comply with new kinds of business requirement (speed, interoperability, volume, unstructured and opened data etc.), The IT organisation has to adapt to new digital ecosystems and is struggling with past organisational routines and models. From the waterfall lifecycle to an iterative approach, from full validated specifications to fail fast, from kickoff meeting to pizza team, from steering committee to stand-up and test & learn, there are many choices. We have to be agile to deliver services on the fly of course but must consider:
• What is behind the Bimodal approach? Team cooperation, cost control, integration with the legacy systems… Doing well or doing quickly: is there a third way?
• What are the prerequisites to succeed in a Devops program? Technical ones, organisational ones, cultural ones… Is it mandatory to reduce the technical debt in the hope of becoming agile?
• Can we really manage two (or more) different approaches that can be in competition, even with separated resources?
A good security strategy, translated into the needed concepts and toolkit is a must. And it has to link neatly with both the business strategy and IT enterprise architecture. The implementation of the security platform requires the endorsement of all manage- ment layers and the involvement of all personnel.
Good and timely communication of policies and awareness is essential. Hence where do we stand on Cybersecurity in the bu- siness? Too little, too late or just in time? We talk about the risks, but do we value the opportunities? We are clearly not at the end of the journey, so what can we do next…
• The economics of security: what is included in the costs? Once structured, can we benchmark it?
• Security at the business unit and at corporate level: is the context the same? If differences do appear, how are they managed and communicated?
• Budget for Cybersecurity: yearly or multi-annual? What do you spend it on?
• Synchronise cybersecurity initiatives with the “digital business transformation” : is this possible or utopia? What should the plan to cover for?
As many companies increasingly focus on how business can adapt and benefit from innovation, it is important to recognize the enhanced role companies should play in the responsible use of disruptive technologies:
• How to design and architect new models with positive social impact?
• Should we prefer philanthropic good purposes or more commercial ones?
• Can these social impacts be used to increase client fidelity? Will we attract and retain more effectively the talent and skills that we need?
• One step beyond privacy, regulatory and compliance, what about ethics and morality of applying exponential technologies to increase knowledge about client behavior?
• What are the safety and quality level agreements clients and prospects are waiting for? What are the risks as we get close to this new frontier?
Carlo Bozzoli was appointed Enel’s Head of Global Information and Communications Technology in July 2014. Mr. Bozzoli began his professional career when he joined Enel in 1984, starting at the Turbigo thermal power plant before moving on to the business’ Rome headquarters in 1999, where
he worked principally in business process reengineering. Between 2000 and 2009 he took up a number of positions in the ICT Division, heading up the introduction of SAP technology at Enel, the smart metering project, IT Planning and the Strategy, Performance & Quality Management Function, before becoming Head of ICT Demand and Delivery for the Infrastructure & Networks and Generation & Energy Management Divisions. Before taking up his current role he was Head of Network Commercial Services for the Infrastructure & Networks Division in Italy, where he was responsible for metering, energy balance, energy traders management, grid connection, billing and credit management, service quality and customer care. Carlo Bozzoli, was born in Modena in 1962 and he is married with one son. He graduated with a degree in Economic Sciences.
Philippe Dewost has a dual corporate & startup executive track in high tech and telecom. He joined Caisse des Dépôts in 2011, as EVP, to drive a 4.25 Bn€ public funding effort in France’s Digital Economy, as part of the «Investments for the Future» program launched by the Government in 2010. As Wanadoo co-
founder, he helped build Europe’s #1 ISP, held senior marketing and business positions in european startups, relaunched Orange France Telecom’s home devices business successfully, and became CEO of Imsense, a Cambridge (UK) imaging startup that was acquired by Apple in 2010. Philippe also drove a “Digital Districts” Mission for the French Prime Minister in the first half of 2013 and is the GrandFather of La French Tech – http://en.lafrenchtech.com/ Philippe graduated from ENS Ulm in Physics, holds a Master in Telecommunications and received his MBA from Collège des Ingénieurs.
Bernard Duverneuil joined Essilor in February 2009 as Group CIO, and in this capacity member of the Executive Committee. He is responsible of Information Technology activities across the group, which cover the definition and imple-
mentation of the IT strategy, as well as the coordination of operational IT projects and activities. Essilor is the world leader for corrective lenses, present in more than 100 countries, and reported consolidated revenue of of more than €6.7 billion in 2015. Bernard Duverneuil is vice-president of Cigref, and CIO of the year in France in 2013.
Graduated from ”Ecole Polytechnique” and Telecom Paristech, Bernard Duverneuil has developed an expertise of 25 years in information systems. The first years of his career took place in services companies (GSI) and in management and strategy consulting firms (Coopers & Lybrand and AT Kearney). He then joined the Lagardere group where he spent 8 years as Group CIO with additional responsibility from 2006 to 2008 for the animation of Innovation Center, transverse process to boost the development of innovative media offerings related to digital technologies.
He was appointed at AkzoNobel on February 15th, 2016. Before joining AkzoNobel he was CIO of Royal DSM from 2008 and Royal Numico from 2004. Prior to Numico Aloys has been in several roles within Unilever in IT (amongst
other in the Nordics), Merger-activities and Logistics. He also worked for KPN from 1992 to 1999 in diverse roles and functions. Aloys is a Dutch national and graduated at the Technical University Delft (Electrical Engineering), Nyenrode University (Business Economics, Executive MBA) and Rochester University, NY (Executive MBA program, cum laude). He also enjoyed leadership programs at Wharton University, Pennsylvania. Aloys received the CIO of the Year Award in 2007 and 2011, ICT executive of the year 2008 and is member of CIO Platform Nederland, member of the Research Board and since March 2016 Board Member of the European CIO Association. He is also member of the Supervisory Board of Ordina.
As an entrepreneur, Kevin Slavin has successfully integrated digital media, game development, technology, and design. He is a pioneer in rethinking game design and development around new technologies (like GPS) and new platforms (like Facebook). As an entrepreneur, Kevin Slavin has successfully integrated
digital media, game development, technology, and design. He is a pioneer in rethinking game design and development around new technologies (like GPS) and new platforms (like Facebook). In 2005 he co-founded Area/Code (acquired by Zynga in 2011), where he developed large-scale, real-world games using mobile, pervasive, and location-aware technologies. This included work for major companies, including Nokia, Nike, and Puma, and also for media giants, including MTV, A&E, the Discovery Channel, CBSl, and Disney. He co-founded AFK Labs in 2008, designing next-generation responsive environments, including one for what was then the largest and densest sensor mesh on the planet. Slavin has taught at NYU’s ITP, the Cooper Union, and Fabrica, and has worked as a creative director and strategic planner in advertising agencies, including DDB and TBWA\Chiat\ Day. He is currently working on producing a TV show for network broadcast. As an artist, his public, city-scale work has been exhibited in Frankfurt’s Museum fuer Moderne Kunst and the Design Museum of London. He has been written about in The New York Times, The Wall Street Journal, BusinessWeek, Wired, and Fast Company. He received his BFA from the Cooper Union.
Freddy Van den Wyngaert is Vice President, Chief Information Officer with
responsibility for Global Shared Services at Agfa ICS. Before joining Agfa in 2000, Freddy spent 22 years in various managerial positions in business (Knowledge Management, Process re-engineering, Business Analyst) and IT (Infrastructure, Applications) at ExxonMobil Chemical in Belgium, France, Europe headquarters and U.S.A headquarters. He is currently the president of the board of the European CIO Association. Freddy is also board member of ADM, the business-IT network in Belgium and member of the CIO Forum Belgian Business.
Carlo Alberto Carnevale-Maffè teaches Strategic Management at the School of Management of Bocconi University (Milan). He also taught at the “Medien MBA”- Steinbeis University (Berlin), and in executive programs at Columbia Business School (New York) and with Stern School of Business (New York). He
has been member of the Steering Committee E-business Policies of European Commission, and serves in many editorial boards of management journals, such as Harvard Business Review Italy, and collaborates as columnist and commentator for financial newspapers and televisions such as CNBC Europe and Bloomberg Television. He also serves as independent director in the board of listed companies and strategy adviser for leading international companies, focusing on innovation, information technology, media and telecommunications