08:15–09:45 Association’s General Assembly (members only).
09:00–10:00 Welcoming of Participants
Registration, information, handouts, coffee service
10:00–10:15 Word of Welcome and Introduction
Thomas Endres, president Voice e.V. & Co-chairman of the board, European CIO Association
Emmanuel Gaudin, Group CIO Lagardere & Co-Chairman of the Board, European CIO Association
10:15–11:00 Keynote address
“Chief Hybridization Officer: The CIO leader of Contamination 2.0”
Carlo-Alberto Carnevalle Maffé, Bocconi School of Management
11:00–11:30 CIO Case study
Jean-Claude Le Goüedec (Amcor) introduced by Orange Business Services
11:30–12:30 Parallel workshops sessions
Introduction and Warm-up
14:00–16:30 Parallel workshops sessions (cont’d)
16:30–17:00 Coffee Break
17:00–17:30 CIO Case study
Collective work published by Springer and presented by Dario Castello, CIO Magneti Marelli
17:30–18:00 CIO Case study
Dr. Walter Grüner (Kion Group) introduced by Tata Communications
18:00–18:45 CIO Testimonial
Dario Pagani, Group CIO, ENI
20:00–20:30 Cocktail Hour
20:30–23:00 Gala Dinner
08:30–09:15 CIO Testimonial
Olli Hyyppa, SVP & Chief Information Officer, NXP Semiconductors
09:15–09:45 CIO Case study
Paolo Passeri (Netskope)
10:30–11:00 Coffee Break
11:00–13:00 Workshops’ Synthesis
14:30–15:15 Keynote address:
“The next frontier of hacking: your car”
Chris Valasek, Principal Autonomous Vehicle Security Architect at Cruise Automation
15:15–16:00 CIO Testimonial
Sandeep Sen, Group CIO, Linde
16:00–16:15 Conclusion and Close of Conference
Freddy Van den Wyngaert, Secretary General, European CIO Association
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 shifts that may threaten the business, and the credibility of the IT organisation. We invite you to prepare and plan for this next challenge by exchanging with peers on new ways of managing IT: supporting business innovation and speed-up consequences, taking opportunity of artificial intelligence for IT organisation and autonomic platforms, rolling out industries 4.0 principles and of course, coping with multiple new security threats and compliance still increasing stakes.
Moderated by BCS Elite (United Kingdom)
Cybersecurity must be high on the business and IT agenda. Be pro-active to control and defend. Where appropriate, use it as an enabler to create value. We re-iterate that a good security strategy, translated into the necessary 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 management layers and the involvement of all personnel. Good and timely communication of policies and staff awareness remains essential.
Hence where do we stand on Cybersecurity in the business?
Cybersecurity and the “digital business transformation”: which initiatives are there? What are the lessons learned?
Are we prepared for more attacks (phishing, ransomware)?
Security at the business unit and at corporate level: any new insights?
How do we score on GDPR maturity? Cybersecurity and GDPR: separate or hand in hand?
Moderated by CIO Platform (Netherlands)
The « digital tsunami » sometimes creates new business models! Internet of things, big data, artificial intelligence, blockchain…, some technological enablers are truly disruptive, rather than a more predictable, incremental improvements. How can IT sustain business teams when innovative disruption challenges current business models? What could/should be the IT department contribution?
What are the most promising technological enablers? The tops & the flops? Are there some non-technological enablers to business innovation?
How can we still be relevant when business teams are more and more specialized and are subject to such in-depth transformation? How can we support quite brand new or still being-designed businesses?
Is the IT department naturally helping to raise these new business models or is IT an obstacle, slowing down the necessary transformation?
From Shadow-IT to Public-IT, how are we working differently with the business teams? What are the required competencies? Where can we hire or source them?
It seems necessary to work with the whole ecosystem, but how could we support the business innovation? How are we working with startups?
How can we create a proper organization to reinvent our business models as quickly and as often the market requires it? What kind of governance, including the IT Department, could help control innovation?
Moderated by Cigref (France)
This workshop objective is to identify and to share the practical use cases of Artificial Intelligence (AI) that the IT department is already experimented or has rolled out.
Have new AI systems shaken up some IT current processes, applications or programs?
Are we still able to use assurance and monitoring programs as they are fundamentally deterministic?
What’s the impact on application architecture? Would it be relevant or desirable to have these AI systems isolated? What kind of control should we go through AI systems, in particular when provided by vendors or outsourced?
What are the consequences on hosting, telecommunication flows and on security?
Will some IT jobs or roles be challenged?
What are the methodologies, norms or standards that could help in tackling these AI issues and organizing change?
What about required competencies? Where these “new” profiles could be hired or sourced?
Are there any legal constraint and/or ethical stakes within the IT Department?
Moderated by Visz (Hungary)
“Change is the only certainty” … As a corollary, it’s becoming necessary to change faster and faster! The requirement to speed-up does not apply only to IT staff anymore, but to business team as well. Indeed, IT staff is quite used to speed-up, going through process optimization thanks to CMMI, Agile methodologies or ITIL and Lean-6 Sigma best practices, for years. But business people are quite recently more and more involved in (digital) transformation.
Speed-up in your companies: is it really a fact or are some of your companies not concerned? What is your experience… and known consequences?
How to speed-up? What methodologies or tools have you experimented with and learned from?
What is the positive attitude? What are the governance rules and recommendations to foster this speed-up? Which dashboard should steer it?
We’re usually experiencing a gap between Business and IT Departments regarding speed-up. Does this gap imply new responsibilities? Are IT staff more and more accountable (and replacing business staff) for making change a success?
What are the consequences on our people? Is speed-up putting IT and Business people under new kinds of stress? What are the impacts on our customer relationships in terms of requirements, risk and accountability?
Moderated by Tubiyad (Turkey) & IUCN (Switzerland)
Surfing on Software-Defined Everything (SDE) and DevOps, autonomic platforms should help IT in getting rid of limitations of capacity, performance and scale. While SDE permits simplifying and optimizing the infrastructure different layers through virtualization,, DevOps should help by conciliating IT teams, despite different global objectives: change, speed and experimentation for development teams versus stability, performance and predictable maintenance issues for operations teams!
Will autonomic platforms help by breaking siloes and related separated systems?
Vendors were used to confine us in proprietary closed systems; emerging public platforms and opened architecture layer’ start-ups are building and should lead the way toward autonomic platforms. Are you still stuck with some legacy systems?
Are responsiveness and agility the new paradigm pulling IT to get rid of former closed legacy systems?
How can we redeploy IT talent thanks to simplified architectures?
Moderated by Aica (Italy)
From global regulation to a gentleman’s agreement, companies have to consider a 360-degree perspective to comply with vendor’s copyright protection, with client’s ever widening requirements and with employee’s motivational expectations. In a new digital paradigm where “If you’re not paying for it, you’re the product”, where you’re sourcing blocks of services and where your salaried employees are becoming independents, how can companies deal with a new kind of compliance issues?
Some well-known vendors are claiming for copyright abuse whenever data used has ever been stored in their under-licence database or processed by their protected code! Where is the new regulated frontier?
Are you now GDPR fully or partially compliant? How to balance risk?
What if the data is stored or the code is executed in the US or in China for example? What are the new constraints?
What regulation rules should be applied to data captured by an IoT device, stored and transmitted abroad through several networks and systems, analysing, transforming and shaping it to be displayed on another several devices? How many stakeholders could claim for duties?
From a quite “simple” regulation to almost shared codes of conduct to ethical perspectives depending on culture and maybe political regime, what is the new playing field?
Canceled due to few attendees interested by the topic
Moderated by Voice-EV (Germany)
The scope of Industries 4.0 (I.4.0) is still quite open, as recent studies show it. According to a 2016 survey by IDG-Siemens, I.4.0 is about computerized design tools for 70% of respondents, intelligent factories (66%), smart products (64%), the Internet of Things (56%), modularized autonomic systems (46%), 3D printing (44%), or “cyber-physical” systems (42%). The opportunity is to rethink your organization and its means of production, taking advantage of smart factories, expanded adaptability and more efficient allocation of resources.
What is the scope for your company? Do you align with this segmentation?
Digital transformation comes along with new ways of collaboration between companies and through markets; is the added-value redesigned within the ecosystem? Are you facing new competitors? How are public and private actors achieving a balance?
Is Industries 4.0 only about automatizing processes across siloes? What about technology innovation? What are the pillars I.4.0 can leverage on?
What are the main barriers to I.4.0 adoption? Cost of hardware & software? Lack of external support services? Lack of skills availability and knowledge? What is your experience?
How can IT converge with industrial computing? Is it only about technical or application interfaces? What are the competency issues?
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.
He also serves as independent director in the board of listed companies and strategy.
Patrick is a trilingual serial entrepreneur with international experience in both high-tech startups and multinational enterprises. Patrick has a MSc in computer science and a Master in International Business Management, combining his ability to connect real business problems with the underlying IT. He is currently the co-founder of a Silicon Valley Start-up called Replex which allows companies to regain control of the entire IT infrastructure and its cost base by making IT infrastructure data digestible and actionable for c-levels and devops alike as well as providing optimization strategies to maintain a constant focus on cost efficiency.
Olli Hyyppa is senior technology executive who has long experience in mergers and acquisitions (M&A), research and development (R&D) and cyber security. He has been living in multiple European countries including Germany, Switzerland and Netherlands and operated cross the globe. He is today leading global IT organization of NXP semiconductors, world 5th biggest semiconductor company with over 9B$ revenue.
He is Eni’s Executive Vice President Information & Communication Technology & Group CIO since March 2015. Since July 2017 he is member of the Steering Commitee of “Eni Digital Transformation”, the Programme that has the objective to identify the directives of digital transformation in Eni.
He joined Agip S.p.A. in 1982 working in upstream operations. He managed several projects related to computerized control system in the Production Department, then became the Head of application development in the Information & Communication Technology Department. In 1998 he joined EniData, the Eni Group Company for Information Technology, as Program Manager for the SAP implementation in Eni’s Foreign Branches. At the beginning of 2000, he was named Business Unit Manager of Upstream, Engineering & Construction business areas. In 2005 he was appointed ICT Strategic Planning Manager of Eni Group and in 2008 SVP of Eni ICT Strategy & Governance.
He is member of the Faculty SDA Bocconi, as collaborator of the Management Information Systems unit since 2011 and collaborates with MIT Design Lab since 2014, working on applications of emerging technologies on the health and safety challenges facing the energy industry. Currently, he is the Italian Chairman of “Incontri ICT 2017” Programme Committee.
Sandeep Sen is CIO of The Linde Group, a world-leading gases and engineering company with around 60,000 employees in more than 100 countries worldwide. In the 2016 financial year, Linde generated revenue of EUR 16.948 bn. As Group CIO, Sandeep is accountable for the design and delivery of end to end IT solutions aligned with the overall business strategy and objectives of Linde.
Sandeep is a qualified accountant with almost 25 years of experience in the manufacturing sector; initially in Finance, before he moved into SAP project management in 1998 and then into full time IT management since 2001. During this period, he has held various country and regional IT positions in the Asia Pacific region, including strategic responsibility for Linde’s captive shared service centre in India. Sandeep was appointed to his current role in December 2011 and is based in Munich.
Matthias Spott is the Founder and CEO of eightyLEO Holding GmbH. Prior to this, he was the Co-CEO of Germany-based test & services group offering innovative solutions for various high-tech industries, e.g. automotive, aerospace, defense and security.
Matthias studied Aerospace Engineering and has 20 years of professional experience in the industry. Before pursuing his entrepreneurial path, Matthias served in various leadership roles at large international corporations for more than 12 years, and as Principal in strategy consulting firms for almost 6 years.
EightyLEO has been established in early 2015 as one of the first European New Space companies with an Integrated Product and Services portfolio to drive “Digitization from Space”. The most relevant project is the realization of a satellite mega-constellation to provide secure, global broadband connectivity for Industrial Internet of Things applications in real-time – branded under the name of Kaskilo (www.kaskilo.com).
Christopher Valasek has taken on a new position as Principal Autonomous Vehicle Security Architect at Cruise Automation, San Francisco. Previously he was Security Lead at Uber’s Advanced Technologies Group, Pittsburgh. Prior to that, he was Director of Vehicle Security Research at IOActive, an industry leader in comprehensive computer security services. He recently found worldwide acclaim for his remote hack on a moving vehicle. He is also heavily involved in bleeding-edge automotive security research.
Mr. Valasek was one of the first researchers to publicly discuss automotive security issues in detail. He released code, data, and tools that allowed vehicles to be physically controlled through the vehicle’s CAN bus. Chris Valasek specializes in offensive research methodologies with a focus on reverse engineering and exploitation. He is also the Chairman of SummerCon, the United States’ longest standing hacker conference.
ISG (Information Services Group) (NASDAQ: III) is a leading global technology research and advisory firm. A trusted business partner to more than 700 clients, including 75 of the top 100 enterprises in the world, ISG is committed to helping corporations, public sector organizations, and service and technology providers achieve operational excellence and faster growth. The firm specializes in digital transformation services, including automation, cloud and data analytics; sourcing advisory; managed governance and risk services; network carrier services; technology strategy and operations design; change management; market intelligence and technology research and analysis. Founded in 2006, and based in Stamford, Conn., ISG employs more than 1,300 professionals operating in more than 20 countries—a global team known for its innovative thinking, market influence, deep industry and technology expertise, and world-class research and analytical capabilities based on the industry’s most comprehensive marketplace data. For more information, visit www.isg-one.com.
Netskope is the leader in cloud security. Using patented technology, Netskope’s cloud-scale security platform provides context-aware governance of all cloud usage in the enterprise in real-time, whether accessed from the corporate network, remote, or from a mobile device. This means that security professionals can understand risky activities, protect sensitive data, stop online threats, and respond to incidents in a way that fits how people work today. With granular security policies, the most advanced cloud DLP, and unmatched breadth of workflows, Netskope is trusted by the largest companies in the world. Netskope —security evolved. To learn more, visit our website.
Orange Business Services, the B2B branch of the Orange Group, and its 21,000 employees, is focused on supporting the digital transformation of multinational enterprises and French SMEs across five continents. Orange Business Services is not only an infrastructure operator, but also a technology integrator and a value-added service provider. It offers companies digital solutions that help foster collaboration within their teams (collaborative workspaces and mobile workspaces), better serve their customers (enriched customer relations and business innovation), and support their projects (enriched connectivity, flexible IT and cyberdefense). The integrated technologies that Orange Business Services offer range from Software Defined Networks (SDN/NFV), Big Data and IoT, to cloud computing, unified communications and collaboration, as well as cybersecurity. Orange Business Services customers include over 3,000 renowned multinational corporations at an international level and over two million professionals, companies and local communities in France.
Learn more at www.orange-business.com.
Software AG is a global, independent software company with a focus on innovation for the digital age. Creators of the world’s first Digital Business Platform, we deliver customer value beyond all expectations. Our mission is to help accelerate and simplify our customer’s digital transformation journey by connecting the world’s applications, data and devices without compromising existing investments. Software AG technologies work openly with the industry’s best solution providers. We’ve built best-in-class software to enable our customers to unleash their vision in a smarter, connected world. By integrating dynamic apps, data-rich IoT, predictive analytics, and cloud, on-premises and hybrid deployment options, we will give you the optimal foundation for building a digital business.
Tata Communications works with multinational enterprises and service providers, leading from the front to create an open infrastructure, partner ecosystem and platforms for businesses to stay competitive in this digital age. With a strong presence in both developed and emerging markets, the company is a digital transformation enabler, offering a range of network, cloud, mobility, collaboration and security services. These services are underpinned by Tata Communications’ global network, including one of the most advanced and largest submarine cable networks which carries more than 25% of the world’s Internet routes, connects businesses to 50% of the world’s clouds, and enables businesses to reach more than 240 countries and territories.
Tata Communications in numbers: