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
Thomas Endres, President, VOICE
10:05–10:15 Opening Address
Freddy Van den Wyngaert, CIO Agfa-Gevaert,
Chairman of the Board, European CIO Association
10:15–11:00 Keynote address
CIO Testimonial: Dr. Evangelos Ouzounis, ENISA
“Enhancing Protection for Critical Information Infrastructures
in Europe: ENISA’s viewpoint”
11:00–11:25 CIO Case study : Aloys Kregting, DSM
Introduced by Anne-Sophie Lotgering, Orange Business Services
11:25–12:25 Parallel workshops sessions
Introduction and Warm-up
• Workshop 1: Building trust in digital business and driving the security
• Workshop 2: Where does the CIO stand in the digital business
• Workshop 3: Skills and competencies for tomorrow
• Workshop 4: How to design an effective benchmarking for public and
private Cloud infrastructure as a service (Iaas)
• Workshop 5: Building a dynamic architecture for business and
• Workshop 6: Internet of Things: what does it mean for the business?
14:00–16:30 Parallel workshops sessions (cont’d)
16:30–17:00 Coffee Break
17:00–17:25 CIO Case study : Roger Malevé, Belgium National Lottery
Introduced by Pierre Bruno, CSC
17:25–18:20 CIO TESTIMONIAL : Christian Pagel
ThyssenKrupp Industrial Solutions
20:00–20:30 Cocktail Hour
20:30–23:00 Gala Dinner & Show
09:00–09:45 CIO Testimonial: Dr. Ralf Schneider
09:45–10:45 Workshops’ Synthesis
10:45–11:10 Coffee Break
11:10–12:10 Workshops’ Synthesis (cont’d)
12:10–12:35 CIO Case study: Beray Legouverneur, GEFCO
Introduced by Frank Pinello, INFOVISTA
12:35–13:00 Case study: Nigel Moulton, CTO, VCE
Introduced by Alan Butler, VCE
14:30–15:15 CIO Testimonial: Jacques-Benoît Le Bris
15:150–16:00 Keynote address
“The World of Tomorrow has already started”
Carlo-Alberto Carnevale-Maffè, Bocconi School of Management
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 qualify them for business applications (IoT, Big Data, Cloud), businesses and IT organizations 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 organization. We invite you to prepare and plan for this next challenge (yet another one!) by exchanging with peers on Big Data, Architectures, Internet of Things, discussing digital transformation and business contribution, evaluating how to benchmark your organisation and last but not least coping with multiple security threats.
Digital and Trust should go together. Yet high profile cases (Edward Snowden, attacks on Target, Sony,…) fuel growing concerns over data privacy and integrity. Digital Business requires more than securing data (integrity, safeness, confidentiality) and complying with a jungle of regulations: it is also about creating a climate of trust for clients and users, who are increasingly demanding in terms of ubiquitous availability of digital assets. Challenging the security-industry on delivering end-to-end security is a unique opportunity to now take up. Digital systems open opportunities to develop new business models; what is the CIO doing to foster adoption of these new resources by the business?
• IS Security: is technology enough?
• Digital Identity Management: where is the thin line between citizens privacy and business influence (social networks, activity based marketing, smart analytics).
• Data integrity and mobility: with the example of collaborative documents, how to execute against the promise of data anywhere, anytime, any device?
• CIOs address their requirements on security solutions, products and services on a basis of needs and best-practices.
Digital transformation brings to the CIO great opportunities to shape its own future, outside of the technological arena. Moving from IT industrialization to IT digitalization is no longer about technology, architecture or processes, it is about business models. How to assess the required adaptation or sometimes overhaul? And how to execute the transformation?
• Which kind of stakeholder should the CIO be in the digital transformation process?
• What are the concrete moves to position the CIO as a change agent?
• What are the key success factors in this managerial move?
• How to gain trust from the business and be seen as a key strategic asset for the transformational journey to digitalization?
• Positioning vis-à-vis Marketing and R&D: where is the sweet spot?
• Chief Information Officer, Chief Digital Officer, Chief Data Officer: what are the differentiators? If the CEO is not driving the digital assets, then who’s to take the lead?
A Competency Framework is never complete – it is always “work-in-progress” as jobs change so frequently in the IT field. In the emerging digital ecosystems, relationships are reshuffled: the CIO is no longer running a silo, IT is ubiquitous and pervasive, skills are no longer sufficient, this is also about competencies to understand the business, to interact with new players and partners inside and outside of the business. This workshop will look into the emerging profiles for the digital business, how to identify, attract, groom and retain them.
• Bridging generations gaps and achieving IT talents integration.
• What are the digital competencies (not only skills !) for tomorrow?
• Can one work in an IT organisation without technology proficiency?
• Do new paradigms (SDN, SDS, BYOD, IoT) require new job profiles or can we rely on existing skills?
• Effective data management is key to business performance: which profiles can fulfill the dual expectations operational performance/business enablement?
• How to help HR transitioning into an agile and digital culture?
In all business processes, technological innovation as well as the required responsiveness are the drivers enforcing continuous improvement of quality and efficiency. Control and management of related ICT processes and services, in a continuous search of operational excellence, is therefore a must. Still traditional benchmarks show IT expenditure levels, but they do not reveal whether the company is spending properly in relation with its operating framework (technological pervasiveness and complexity). This disruptive model aims at answering “Are we spending right?” rather than “How much are we spending right?”
• The goal of the workshop is to define an effective model able to investigate the IaaS private and public services costs for servers and storage in relation with service, technology and business drivers.
Enterprise Architecture allows to secure added value for investments today and in the future. Moreover, it stimulates strategic dialogue about Information Technology within the organization. It can be considered as a blueprint for an application foundation, and at the same time as a business plan to measure impact of certain decisions or change.
• How to create an Enterprise Architecture enabling IT to respond to a volatile, unpredictable, ever complex and ambiguous business environment?
• What are the elements needed?
• How to deal with resistance?
• How to stimulate executive management to invest in Enterprise Architecture? (what’s in it for the business?)
• What’s in it for IT?
• What with shadow IT?
The possibility to position interactive devices or objects in the value chain (for clients, consumers and also within the enterprise) brings opportunities to innovative and new players to capture part or all of the business value. The risk of disintermediation is to be taken seriously and CIOs must start figuring out what to do with digital enabling devices.
• Technological or strategic approach?
• Use cases of IoT within the enterprise.
• Is there a limit to capturing value along the business chain? How to manage partners, suppliers and clients?
• Building new services and products with off-the-shelf, sometimes immature, non standardized devices.
• How will IoT impact business processes?
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 the 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.
Jacques-Benoît Le Bris serves as Chief Information Officer at SOLVAY since 2014. Since Solvay acquired Rhodia chemical group in 2011, IS department started a significant transformation within Solvay Business Service as a Global Business Service (GBS), addressing information and digital services but also multiple businesses process services like Procurement, Finance, Human Resources and Commercial Support Transactions. Created in 1863, Solvay is a global chemistry company serving diversified markets worldwide, from consumer goods to energy. With a revenue in excess of 10 Bn Eur and presence in 52 countries, the Brussels headquartered company is one of the global leaders in chemicals. Mr. Le Bris has 25+ years of experience in Information Management, in particular in e-Business, business intelligence, process performance, supply chain, finance, production and commercial acquired mainly within the Rhodia Group and Silicom consulting company. Mr. Le Bris holds an engineering degree in Industrial Information System and Electronic at ECE (Ecole Centrale Electronique) Paris. President of Innovation Circle of Cigref association and EBG group active and member.
Dr. Evangelos Ouzounis is the head of ENISA’s Secure Infrastructures and Services Unit. His unit implements EU Commission’s CIIP action plan, facilitates Member States efforts towards a harmonised implementation of incident reporting scheme (article 13 a and article 4 of the Telecom Package, as well as article 19 of the eIDAS Directive), contributes to the development of the NIS Platform and develops good practices for National Cyber Security Strategies.
Prior to his position at ENISA, Dr. Ouzounis worked several years at the European Commission, DG Information
Society and Media (DG INFSO). He contributed significantly to EU Commission’s R&D strategy and policies on securing Europe’s infrastructures and services.
Dr. Ouzounis was co-founder and deputy director of Electronic Commerce Centre of Competence (ECCO) at Fraunhofer Institute for Open Communication Systems (FhG-FOKUS, Berlin, Germany). He led and managed more than 20 pan European and International R&D projects.
Dr. Ouzounis holds a Ph.D from the Technical University of Berlin and a master in computer engineering and informatics from the Technical University of Patras, Greece. He wrote 2 books and more than 20 peer reviewed academic papers and chaired several international conferences.
Since March 1, 2014 Christian Pagel holds the position of Head of Information Technology Management/CIO at TK Industrial Solutions AG in Essen.
In this function he – together with a team of 450 people worldwide – is globally responsible for the commercial and technical operations and development of IT systems, applications and processes.
In his previous career he filled different management positions at various companies. Before he joined TK Industrial Solutions AG, he had worked since 2004 as Vice President Corporate Business Systems/CIO for SGL Carbon SE. Further positions of his previous career are:
• Head of Information Technology and Organisation at SGL Acotec GmbH
• Managing Director at Edding Informations Technology GmbH
• Head of SAP R/3 Competence Center at Coca Cola Erfrischungsgetränke AG
• Group Project Coordinator SAP R/3 at Berentzen Gruppe AG
• Senior Consultant at Deloitte & Touche Germany.
Christian Pagel is 50 years old and lives with his family in Bonn.
Dr. Ralf Schneider joined Allianz in 1995 as a mathematician with a doctorate in IT. Following his entry as an assistant to a member of the Allianz Versicherungs- AG Board of Management he took over, in 1996, as head of a sales area at Allianz in Frankfurt. In 1998 he moved back to Allianz Versicherungs-AG, where he managed the department of application development for agency systems.
From 2000 until 2002, Dr. Ralf Schneider was head of the German e-business and project controlling sub-division, and afterwards he became head of the Allianz sales information systems sub-division. From 2006 until 2010 he was head of the information technology executive division, as CIO of Allianz Deutschland AG. Since October 2010, he has served as Group CIO of the Allianz Group and as a member of the Board of Management of Allianz Managed Operations & Services SE (AMOS).