CIO Summit 2013 - Keynote Pieter Schoehuijs
Upcoming SlideShare
Loading in...5

CIO Summit 2013 - Keynote Pieter Schoehuijs






Total Views
Views on SlideShare
Embed Views



5 Embeds 205 136 66 1 1 1



Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
Post Comment
Edit your comment
  • A training program to work smarter, to drive the cultural change we strive for, towards a high performing team, adding value to our businesses effectively

CIO Summit 2013 - Keynote Pieter Schoehuijs CIO Summit 2013 - Keynote Pieter Schoehuijs Presentation Transcript

  • Business & IT Pieter Schoehuijs, CIO February 2013
  • Agenda • Introduction • Staffing Observations • Approach to Skills Development • 3 Examples that work for us 2
  • Some key facts about AkzoNobel2011• Revenue €15.7 billion• 57,000 employees in 80 Countries• 40 percent of revenue from high growth markets• A leader in sustainability: Number 1 in Dow Jones Sustainability IndexesRevenue by business area EBITDA* by business area* Before incidentals 3
  • Our ambition is to be the world’s leadingCoatings and Specialty Chemicals company • Top quartile safety performance • Top 3 position in sustainability* • Top quartile performance in diversity, employee engagement, and talent development • Top quartile eco-efficiency improvement rate • Grow to €20 billion revenues • Increase EBITDA each year, maintaining 13-15% margin • Reduce OWC/revenues by 0.5 p.a. towards a 12% level • Pay a stable to rising dividend* SAM annual benchmark 4
  • Our IT environment sure shows our size and legacy 41.000 PCs, running 4.500 servers, 15 data centers 1000+ apps/versions (with ≥ 30 servers) >10.000 mobile devices 3.000-4.000 server based applications,  IT internal headcount 992 FTE incl. 84 ERP systems (currently) in 47 countries 2.558 nodes on data network,  Starting to build comprehensive IT incl. 1500 stores processes  Many partners/suppliers 5
  • Four strategic “must win battles” havebeen formulated to transform IT Continue to drive toward Simplify IT landscape shared services model of e.g. regarding commoditized systems and application portfolio, technology platforms infrastructure and key metrics Establish Integral IT management through Transition IT to be more teamwork and focused on optimizing transparency regarding business processes and people, financials, capabilities rather than projects and clear technology implementation governance supporting and support business objectives 6
  • Typically, IT organizations lag reality• E.g. in the areas of – Geographic diversity – Age distribution – Skills• Due to – Outsourcing – Lack of job rotation – Insufficient focus on development – Legacy support needs 7
  • Likewise, AkzoNobel IT is not balanced 992 IT Employees in 47 countries but the bottom of the pyramid is missing! >6055-5950-5445-4940-4435-3930-34 <30 0% 5% 10% 15% 20% 25% 8
  • How do we become (and stay) the ITorganization of choice? By: • Assessment • Communication • Motivation • Challenge Diversify • Internal Rotation Grow Talent  Traineeships Balance Skills  Training / Nourish Culture Development ......and much more 9
  • Example 1; Traineeships work!• Concept: – A program to develop young talents into top IT- professionals (caliber: future CIO) – The program offers young talent 4 jobs in 2 years including recruitment, support, education & coaching – Cooperation and knowledge sharing between the participating CIO’s and organizations, current class of 5 people rotates between 4 companies – Perfect for jr consultant assignments, e.g. in projects• In 2½ years, already 8 passed through our organization and 5 are currently workingEmbracing the courage and curiosity to ask questions! 10
  • Example 2; Develop culture to work smarter (not harder)• Concept: – Core Skills program to drive change – Mixed groups spend a week on personal and team leadership – Content includes the use of feedback, managing expectations and team dynamics – Keep people engaged, curious, aware, competent, communi cative and eager to learn• In 4 years, already 300 colleagues passed through this trainingSignificant cultural impact ! 11
  • Example 3; External training is essential• Leading by example starts at the top• Nyenrode/Delft MBA Business & IT – Modular, flexible – Program Review Board ensures demand driven content• >70 Students currently following this program from many different organizationsExecutive Development stimulated from the top grows tomorrows leaders today! 12
  • MBA in Business & IT• Strategy and Organization• Ownership of Enterprise and Governance• Change Management and Organizational Development• Risk and Finance• Market, Law and Business Ethics• Business Processes and Technology• Leadership and cooperation• Demand and Supply Management• International study trip 13