The document discusses the changing role of the CIO at Banque Internationale à Luxembourg. It describes how the CIO role has evolved from focusing on keeping systems running locally to now driving business transformation and aligning IT strategies with organizational strategies as a key player at the executive level. The CIO of Caceis Luxembourg provides examples from his experience of how the IT department has transitioned from managing systems locally to working on group-wide projects and initiatives across multiple countries. He outlines his vision for the CIO role, including fostering closer collaboration between IT and business units and using technology to help the company innovate and reduce costs.
Deloitte Technology, Media and Telecommunications (TMT) Predictions 2015Deloitte Australia
Visit http://www.deloitte.com/au/tmtpredictions - Deloitte Technology, Media & Telecommunications Predictions 2015 are back! See how coming trends impact business.
Streamlining for success: M&A divestment and separation trendsEversheds Sutherland
Divestments are a complex, challenging and necessary part of the business lifecycle. Despite this, up until the financial crisis they received little attention in strategic M&A reviews. We will consider the implications of the research published in our recent Global M&A report, Streamlining for success, along with the challenges of managing divestments and lessons learnt in recent years.
In April 2015, the Softchoice Innovation Executive Forum made a stop at the Waldorf Astoria in Orlando, Florida, bringing together senior IT leaders from across industries to share a dinner and their stories from the field. What follows is a distillation of 9 key findings that were unveiled, offering insight into best practices and challenges for those working in the innovation department, everywhere.
New Catalysts to Sustain Future Growth will be the theme to this year's Malta Funds Conference, which will be held at the Radisson Blu Resort, St. Julian's on the 28th of April.
Deloitte Technology, Media and Telecommunications (TMT) Predictions 2015Deloitte Australia
Visit http://www.deloitte.com/au/tmtpredictions - Deloitte Technology, Media & Telecommunications Predictions 2015 are back! See how coming trends impact business.
Streamlining for success: M&A divestment and separation trendsEversheds Sutherland
Divestments are a complex, challenging and necessary part of the business lifecycle. Despite this, up until the financial crisis they received little attention in strategic M&A reviews. We will consider the implications of the research published in our recent Global M&A report, Streamlining for success, along with the challenges of managing divestments and lessons learnt in recent years.
In April 2015, the Softchoice Innovation Executive Forum made a stop at the Waldorf Astoria in Orlando, Florida, bringing together senior IT leaders from across industries to share a dinner and their stories from the field. What follows is a distillation of 9 key findings that were unveiled, offering insight into best practices and challenges for those working in the innovation department, everywhere.
New Catalysts to Sustain Future Growth will be the theme to this year's Malta Funds Conference, which will be held at the Radisson Blu Resort, St. Julian's on the 28th of April.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
11 Tips for Building a Winning CIO - CFO PartnershipSirius
Most CFOs and CIOs know that they need each other to ensure company success. So it would seem like a natural strategic partnership, right? Too often, however, that is not the case. These 11 tips can help CFOs and CIOs build a winning partnership.
Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.
Mark Bolgiano and Gavin Clabaugh ruminate on the role of a successful CIO within nonprofit organizations. An informal presentation at the NTC, Seattle 2006.
From my archive - Gavin Clabaugh
A New Approach to the CIO role by Redefining the IT Department’s Contribution...IT Network marcus evans
A New Approach to the CIO role by Redefining the IT Department’s Contribution to the Bottom Line
by Barry Lerner, Huawei Technologies at the Australian CIO Summit 2014
I'm presenting the IBM CIO 2010 Outlook at IBM iForum, Zurich (26th November 2007). I can't take the credit for writing it; Dave Newbold did the hard work on this one.
Digital technologies have emerged as disruptive forces within corporations across all industries. These fundamental changes require a new type of leadership that will enable innovation and transformation to fully embraced. Truly digital leaders hold the key. Digital leaders in modern corporations include the CIO, CTO, CDO, and CMO.
The Role of the CIO and CMO in the Digital Transformation of EducationVala Afshar
Colleges and universities face economic, technological, and market forces that challenge the traditional ways of recruiting students, raising money, delivering services, and insuring student success. Rapid growth in BYOD, apps, online education, and an explosion of new competitors, such as MOOCs are adding to the pressure. At the same time, marketing has become data intensive and technology driven. Gartner points to the CMO as the champion of the technology budget in the near future. CIOs can partner with marketing leaders to optimize the use of technology to increase execution velocity and scale departmental efficiency. The current period of transition creates opportunities for institutions that learn to embrace change and form a collaborative relationship between the CIO and CMO.
by Vala Afshar, Chief Marketing Officer, Extreme Networks
Slides from a moderated panel at the Premier CIO Forum in Bloomington, MN on October 23, 2014. Is the role of the CIO steering out of the direction of “managing” information and more in the direction of utilizing and optimizing the information within the process? If this is changing, there is a potential reduction of costs company-wide and not just in Information Technology. As the economy continues to strengthen, we believe it is important that the CIO continues to play a key role across the entire organization and its success.
Panelists:
John Fraser, CTO, Lifesprk
Timothy Dokkern, VP IT Delivery, Merrill Corporation
Rich Valerga, CIO, Minneapolis Public Schools
The New CIO Mandate | ASAE Tech Conference 2013 Keynote By Dion HinchcliffeDion Hinchcliffe
How can CIOs and the C-Suite reshape service delivery and get out ahead of the rapid pace of technology change?
I explored the issues and strategies of grappling -- in scale -- with digital engagement, social media, smart mobility, big data, and consumerization in my CIO Pathway keynote at the ASAE @TechConf at the Washington Convention Center on December 4th, 2013.
The First Word: Digital Reinvention Requires a Radical CIO MakeoverCognizant
To lead digital transformation, CIOs need to go beyond technology prowess and develop new work styles, people skills, and political savvy to energize the organization for change.
11 Tips for Building a Winning CIO - CFO PartnershipSirius
Most CFOs and CIOs know that they need each other to ensure company success. So it would seem like a natural strategic partnership, right? Too often, however, that is not the case. These 11 tips can help CFOs and CIOs build a winning partnership.
Presentation by Nirvesh Sooful on the topic of “The Emerging Role of the CIO: Leader or Technologist, Visionary or Implementer, Maverick or Collaborator” at the 2nd Annual CIO Challenge 2007 on 14&15 November 2007 at The Park Hyatt in Johannesburg. The conference was co-hosted with Deloitte.
Mark Bolgiano and Gavin Clabaugh ruminate on the role of a successful CIO within nonprofit organizations. An informal presentation at the NTC, Seattle 2006.
From my archive - Gavin Clabaugh
A New Approach to the CIO role by Redefining the IT Department’s Contribution...IT Network marcus evans
A New Approach to the CIO role by Redefining the IT Department’s Contribution to the Bottom Line
by Barry Lerner, Huawei Technologies at the Australian CIO Summit 2014
I'm presenting the IBM CIO 2010 Outlook at IBM iForum, Zurich (26th November 2007). I can't take the credit for writing it; Dave Newbold did the hard work on this one.
Digital technologies have emerged as disruptive forces within corporations across all industries. These fundamental changes require a new type of leadership that will enable innovation and transformation to fully embraced. Truly digital leaders hold the key. Digital leaders in modern corporations include the CIO, CTO, CDO, and CMO.
The Role of the CIO and CMO in the Digital Transformation of EducationVala Afshar
Colleges and universities face economic, technological, and market forces that challenge the traditional ways of recruiting students, raising money, delivering services, and insuring student success. Rapid growth in BYOD, apps, online education, and an explosion of new competitors, such as MOOCs are adding to the pressure. At the same time, marketing has become data intensive and technology driven. Gartner points to the CMO as the champion of the technology budget in the near future. CIOs can partner with marketing leaders to optimize the use of technology to increase execution velocity and scale departmental efficiency. The current period of transition creates opportunities for institutions that learn to embrace change and form a collaborative relationship between the CIO and CMO.
by Vala Afshar, Chief Marketing Officer, Extreme Networks
Slides from a moderated panel at the Premier CIO Forum in Bloomington, MN on October 23, 2014. Is the role of the CIO steering out of the direction of “managing” information and more in the direction of utilizing and optimizing the information within the process? If this is changing, there is a potential reduction of costs company-wide and not just in Information Technology. As the economy continues to strengthen, we believe it is important that the CIO continues to play a key role across the entire organization and its success.
Panelists:
John Fraser, CTO, Lifesprk
Timothy Dokkern, VP IT Delivery, Merrill Corporation
Rich Valerga, CIO, Minneapolis Public Schools
The New CIO Mandate | ASAE Tech Conference 2013 Keynote By Dion HinchcliffeDion Hinchcliffe
How can CIOs and the C-Suite reshape service delivery and get out ahead of the rapid pace of technology change?
I explored the issues and strategies of grappling -- in scale -- with digital engagement, social media, smart mobility, big data, and consumerization in my CIO Pathway keynote at the ASAE @TechConf at the Washington Convention Center on December 4th, 2013.
Finch Capital predictions 2018 - SummaryRadboud Vlaar
Summary of Finch Capital 2018 edition of Financial Technology predictions, which looks back at our predictions made for 2017 ( 5 out of the 7 materialised), as well as looks forward at 2018! 2018 promises to be another great year for Financial Technology. For the detailed report you can email info@finchcapital.com. Happy holidays
We are excited to share with you our thoughts on financial technology ecosystem in 2017 and 2018. Please feel free to reach out to us if you would like a more detailed report.
Beyond CIO - Will there still be Architecture Management in 2025LeanIX GmbH
Ralf Schneider from Detecon explored the future of the CIO at EA Connect Days 2018 in Bonn. CIOs have to manage two main challenges: Cost/efficiency vs innovation/agility. His hypothesis is that operational IT skills will be increasingly less important while the skills to orchestrate the eco system.
NRB Group groeide de voorbije vijf jaar uit tot een belangrijke ICT-dienstverlener in België, met een geconsolideerde omzet van 222 miljoen euro (+ 7% tegenover 2013). Een resem overnames speelde daarin een belangrijke rol. CEO Ulrich Penzkofer licht toe welke rol hij daar ziet voor zijn finance en voor zijn hr-team.
NRB Group groeide de voorbije vijf jaar uit tot een belangrijke ICT-dienstverlener in België, met een geconsolideerde omzet van 222 miljoen euro (+ 7% tegenover 2013). Een resem overnames speelde daarin een belangrijke rol. CEO Ulrich Penzkofer licht toe welke rol hij daar ziet voor zijn finance en voor zijn hr-team.
From Data Centers to Cloud Services, Inside the Backbone of a New Economy - C...Clipperton Finance
Clipperton Finance, a leading European corporate finance boutique serving the technology and media industries, has released a Research Paper covering the evolution and current trends of the Data Management market.
The essentially virtual “New Economy”, is in fact inherently tied to the very physical world of traditional Data Center and Telecom networks. In this era of online advancement, these physical networks are placed under unprecedented new demands through the proliferation of online rich media and cloud computing leading to an explosion in storage capacity and networking needs. In turn, the virtual data underworld is undergoing a true revolution.
One consequence is remarkable: as the cost and complexity of managing Data Centers increases exponentially, this function is more and more outsourced by the large companies that previously managed their own infrastructure on-site.
This paper focuses on this Outsourced Data Center market and demonstrates how this particular value chain is maturing and organising itself:
· Upstream: a new category of players have rapidly emerged – the Wholesalers.
· Downstream: Hosting offerings are experiencing significant commoditizing pressure and need to act fast.
· In the middle: the “Colocators” need to find there position in this newly organized ecosystem.
Today this value chain is dominated by large US companies, but significant European exceptions exist: OVH in France, Telecity in the UK, 1&1 in Germany.
The paper also features European players that we deem “ones to watch”.
Start-up Stage - Home Automation - Presentation by Marc Beermann, Co-Founder of qipp at the NOAH 2015 Conference in London, Old Billingsgate on the 12th of November 2015.
Maurice is a driven person and team manager with experiences in various branches and large deals (€100m-€1b), a sharp view on digital transformation, outsourcing, security and compliancy of infrastructure, information- and financial systems and business processes. Experienced in managing and motivating teams in complex solution/architectural streams and delivery organization to guard a holistic approach from a business matching offer to solid delivery towards the customer. Except from technical knowledge of hardware, networks, software, security also deep knowledge of complex business strategies, digital transformation, automation, service delivery and project management are part of the competences. Owning solutions and architectures that fit the business demands of a customer against competitive costs with a seamless handover to the ITIL delivery process. Maurice has good communication skills on management (C-) level and is capable of building bridges between organizations and teams. Part of the role Maurice is used to take the lead in the financial stream to assure cost and pricing is in balance and covers the internal business strategy. Beside the experience and interest for the IT industry, a deep interest and knowledge of various industries is available with an eagerness to absorb knowledge
This presentation is Made as a project given by INSTITUTE OF COST ACCOUNTANT OF INDIA on IT sector & the role of a Cost & Management Accountant in these particular Areas..
La importancia de las personas en la era digital.
La habilidad de entender las cambiantes necesidades
y conductas de los clientes es, por supuesto, vital. Sin
embargo, el verdadero factor decisivo en la era de la
inteligencia será la habilidad de una empresa para
desarrollar su cultura corporativa con el fin no solo de
aprovechar las tecnologías emergentes, sino también de
abrazar las nuevas estrategias de negocio que impulsan
esas tecnologías.
Presenting the results of the 4th annual CIONET IT Trends, based on +2500 global responses, of which +800 European.
The study shows that, overall, IT is becoming more strategic and business focused. It appears that organizations are becoming more digitized with their focus shifting away from tactical and organizational IT issues like efficiency, service delivery, and cost reduction to more strategic and organizational priorities like business agility, innovation, the velocity change in the organization, IT time to market, and the value of IT to the business. Some suggest that IT is the business. Time will tell if this is a widespread trend, but it is here now among global and European organizations, and it is confirmed by a corresponding shift in how CIOs are spending their time.
Analytics/Business Intelligence (A/BI) remains in first place as the largest IT investment, a ranking it has held for six years straight. It has ranked in the top three since 2003, when it was first added to the list. A/BI was selected by 801 organizations
Comprehensive Report:
201310 Risk Aggregation and Reporting. More than Just a Data IssueFrancisco Calzado
Many banks feel overwhelmed by the sheer volume of regulation that is coming their way. It is not surprising, therefore, that when the Basel Committee on Banking Supervision (BCBS) consultative paper, “Principles for effective risk data aggregation and risk reporting” was published in June 2012 it raised a number of concerns
201502 accenture automatic exchange of information regime an emerging compl...Francisco Calzado
publicación acerca de la norma internacional sobre el intercambio automático de información, elaborada por la OCDE junto con el G20 y la colaboración de la Unión Europea.
Este informe pone de manifiesto los nuevos retos en materia regulatoria a los que se enfrentan las entidades financieras tras la adopción de la norma, con especial foco en el impacto que supondrá el cumplimiento de los requerimientos exigidos por el CRS.
201501 Dynamic Pricing Policies and Active LearningFrancisco Calzado
El big data y la minería de datos son términos que están de moda y que básicamente reflejan la capacidad que se tiene en la actualidad de recopilar cantidades ingentes de información y extraer datos relevantes. Es una de las grandes tendencias que están transformando el mundo pero pocas veces se ve sus aplicaciones prácticas. Una de ellas es el establecimiento de precios dinámicos.
El dynamic pricing consiste en el ajuste dinámico de los precios de acuerdo con el valor que los clientes atribuyen a un producto o servicio, con el objetivo de maximizar los ingresos y el beneficio. Se trata de aprovechar la disposición al pago de ciertos clientes en determinadas situaciones para obtener mayores ganancias, y de aplicar descuentos en otras situaciones para generar crecimiento. Esto, que en principio parece una aplicación simple de la ley de oferta y demanda, hoy en día puede sofisticarse gracias a la informática y a las matemáticas para que las compañías logren la mayor eficiencia posible. Un artículo académico firmado por expertos de la consultora Conento explica los factores que se tienen que tener en cuenta para definir una estrategia de precios dinámicos y la base matemática que debe configurarse para hacer simulaciones y comprobar que funciona.
Ver informe
Hay una línea difusa entre lo que puede tener éxito en términos de precios dinámicos y lo que puede generar rechazo. Las cinco condiciones siguientes pueden ser determinantes a la hora de aumentar el beneficio de las compañías:
Los clientes tienen una disposición al pago variada. La disposición al pago (en inglés, willingness to pay, o WTP) es la cantidad máxima que el cliente está dispuesto a pagar por el producto o servicio. No es fácil de estimar.
Es posible segmentar el mercado, identificando diferentes grupos de clientes. En un evento deportivo o en un concierto, hay clientes que priman la localización de su entrada y otros que elegirían la entrada de menor precio.
El arbitraje debe ser limitado. Es decir, la posibilidad de reventa debe ser lo más reducida posible, como ocurre por ejemplo con los billetes de avión.
El coste asociado a la segmentación del mercado y a la diferenciación de precios no debe ser muy elevado. Así ocurre en el comercio electrónico.
Los clientes o compradores deben percibir equidad en el vendedor.
Un buen ejemplo del uso de precios dinámicos es Uber, startup que conecta pasajeros con conductores en más de 200 ciudades del mundo a través de una aplicación móvil. Según New York Magazine es una de las compañías que crecen más deprisa a nivel mundial y podría llegar a ser más valiosa que Facebook, y según MIT Technology Review su principal innovación es la utilización de un robusto sistema para establecer los precios de forma dinámica (por ejemplo, subió los precios en una tormenta de nieve en Nueva York durante las pasadas Navidades).
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Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
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- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
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GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
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Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Goodbye Windows 11: Make Way for Nitrux Linux 3.5.0!SOFTTECHHUB
As the digital landscape continually evolves, operating systems play a critical role in shaping user experiences and productivity. The launch of Nitrux Linux 3.5.0 marks a significant milestone, offering a robust alternative to traditional systems such as Windows 11. This article delves into the essence of Nitrux Linux 3.5.0, exploring its unique features, advantages, and how it stands as a compelling choice for both casual users and tech enthusiasts.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
Generative AI Deep Dive: Advancing from Proof of Concept to ProductionAggregage
Join Maher Hanafi, VP of Engineering at Betterworks, in this new session where he'll share a practical framework to transform Gen AI prototypes into impactful products! He'll delve into the complexities of data collection and management, model selection and optimization, and ensuring security, scalability, and responsible use.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
Communications Mining Series - Zero to Hero - Session 1DianaGray10
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• Communication Mining Overview
• Why is it important?
• How can it help today’s business and the benefits
• Phases in Communication Mining
• Demo on Platform overview
• Q/A
Removing Uninteresting Bytes in Software FuzzingAftab Hussain
Imagine a world where software fuzzing, the process of mutating bytes in test seeds to uncover hidden and erroneous program behaviors, becomes faster and more effective. A lot depends on the initial seeds, which can significantly dictate the trajectory of a fuzzing campaign, particularly in terms of how long it takes to uncover interesting behaviour in your code. We introduce DIAR, a technique designed to speedup fuzzing campaigns by pinpointing and eliminating those uninteresting bytes in the seeds. Picture this: instead of wasting valuable resources on meaningless mutations in large, bloated seeds, DIAR removes the unnecessary bytes, streamlining the entire process.
In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
Enchancing adoption of Open Source Libraries. A case study on Albumentations.AIVladimir Iglovikov, Ph.D.
Presented by Vladimir Iglovikov:
- https://www.linkedin.com/in/iglovikov/
- https://x.com/viglovikov
- https://www.instagram.com/ternaus/
This presentation delves into the journey of Albumentations.ai, a highly successful open-source library for data augmentation.
Created out of a necessity for superior performance in Kaggle competitions, Albumentations has grown to become a widely used tool among data scientists and machine learning practitioners.
This case study covers various aspects, including:
People: The contributors and community that have supported Albumentations.
Metrics: The success indicators such as downloads, daily active users, GitHub stars, and financial contributions.
Challenges: The hurdles in monetizing open-source projects and measuring user engagement.
Development Practices: Best practices for creating, maintaining, and scaling open-source libraries, including code hygiene, CI/CD, and fast iteration.
Community Building: Strategies for making adoption easy, iterating quickly, and fostering a vibrant, engaged community.
Marketing: Both online and offline marketing tactics, focusing on real, impactful interactions and collaborations.
Mental Health: Maintaining balance and not feeling pressured by user demands.
Key insights include the importance of automation, making the adoption process seamless, and leveraging offline interactions for marketing. The presentation also emphasizes the need for continuous small improvements and building a friendly, inclusive community that contributes to the project's growth.
Vladimir Iglovikov brings his extensive experience as a Kaggle Grandmaster, ex-Staff ML Engineer at Lyft, sharing valuable lessons and practical advice for anyone looking to enhance the adoption of their open-source projects.
Explore more about Albumentations and join the community at:
GitHub: https://github.com/albumentations-team/albumentations
Website: https://albumentations.ai/
LinkedIn: https://www.linkedin.com/company/100504475
Twitter: https://x.com/albumentations
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Pakdata Cf is a groundbreaking system designed to streamline and facilitate access to CNIC information. This innovative platform leverages advanced technology to provide users with efficient and secure access to their CNIC details.
How to Get CNIC Information System with Paksim Ga.pptx
201212 The changing role of the CIO
1. THE CHANGING ROLE OF THE CIO
at banque internationale à luxembourg
December 17, 2012 - Prepared by Raphaël Henry
2. WE ARE CIONET LUXEMBOURG
CIONET’s mission is to feed and develop top-level
IT executives with the resources they need to realise their full
potential.
CIONET Launch event, October 4, 2013, Hotel Simoncini
4. Welcome
address
by Thierry Delroisse, COO and Board Member of BIL
What
the
CEO
expect
from
its
CIO
by
Lázaro
Campos,
former
CEO
of
Swi0
CIO
Tes:monials
:
The
Changing
Role
of
the
CIO
•
From
a
full
local
CIO
to
a
Group
head
of
IT
systems
&
The
CIO,
a
major
actor
of
the
company
strategy
by
Christophe
Pierron,
CIO
of
Caceis
Luxembourg
•
Bob
Kneip,
CEO
of
Kneip
•
Francisco
García
Morán,
European
Commission,
Director
of
Digit
The
new
breed
of
CIO
by
Pierre
CaEoir,
CIO
pracFce
Leader
at
Egon
Zehnder
Agenda
:
‘THE
CHANGING
ROLE
OF
THE
CIO’
EVENT
6. Evolution of CIO role
From To
Keeping the business
running
Driving business
transformation
Enabling business
innovation
Keeping the
lights on
Delivering IT-
centric change
Aligning IT and
organisational
strategies
7. Expectations
Keeping the business running
• Availability, Security, Confidentiality, Integrity
• Manage risk profile: technology and operations
• Technology management (obsolescence vs opportunity)
• No surprises
Driving business transformation
• Optimise quality/cost ratios
• Encourage efficiency and continuous improvement
• Act in context
Enabling business innovation
• Driver of relevant innovation
• Military precision vs Innovation from within
8. Communication
Ü « The truth, and nothing but the truth »
Ü High level heads-up in advance, then just in
time detail
Ü Framework for control and completeness
Ü External references and benchmarks
Ü Approximately useful vs precisely irrelevant
Ü Link to the business. Always
9. Other potential Questions
Ü What direction should CEO/Board give to the CIO relative to te governance
and management of IT and why would they do it?
Ü What does the CEO expect from the CIO?
Ü What does the Board expect from the CIO?
Ü How and about what should CIOs communicate to CEO and Board?
Ü Should CIOs spend more time communicating with CEO/Board? Have you
experienced that after the fact the information from the CIO was not
complete enough or not sufficiently to the point?
Ü Is there a role for the CEO as intermediary between CIO and Board?
Ü What can a CEO do to improve the communication to the Board about often
complex IT project, technology or IT risk issues?
Ü Experiences and examples of good communication and collaboration
between CIO/CEO/Board
10. Main drivers of change
Ü From physical to virtual IT depts
Ü Cloud ‘everything’
Ü Less humans
Ü Cyberwarfare will militarise IT
Ü BYOD will be the norm
Ü CIO’s expected to impact business direction
Ü Analytics will be key
11. CIOnet Luxembourg
December 17th, 2012
From a full local CIO to a Group head of IT systems
&
The CIO, a major actor of the company strategy
Christophe Pierron – CIO Caceis Bank Luxembourg
12. 17.12.12 > 2> CIOnet Luxembourg
Agenda
1. A few words about CACEIS and myself
2. IT department of CACEIS, and what has changed in 3 years
3. Some IT trends within CACEIS
4. My vision of the CIO role
and IT as a transformation force for the company
13. 3
A Banking Group dedicated to Asset Servicing
PROFILE
CACEIS is Europe's premier depositary and
fund administrator, and is focused exclusively
on providing innovative asset servicing
solutions that generate a competitive
advantage for its clients’ business
CACEIS has delivered strong and sustainable
financials since its creation. As a result, its two
global shareholders grant us the independence
to define the most effective strategy to support
our clients
CACEIS is among the world's most
experienced asset servicing banks when it
comes to undertaking seamless operational
migrations and successful insourcing of
complex functions with related staff
CACEIS has the business agility to give clients
a first-starter advantage in today's changing
regulatory environment. And by handling
clients’ non-core functions in an effective and
efficient manner, it helps them focus on
generating investor value
Focus Stability
ExpertiseExperience
14. 4
Key figures
PROFILE
• CACEIS ranks
among the top tier of
asset servicing
providers.
• CACEIS has a strong
yet steady growth
rate in terms of
assets, clients and
geographical
coverage.
Total
headcount
3,300
50% at head office, 50% abroad
Geographical
coverage
Presence in 10 countries
80 markets covered
No. 1 Depository Bank
in Europe
€650bn
No. 1 Fund Administrator
in Europe
€1.1tr
No. 9 Custodian
worldwide
€2.3tr As at 31 December 2011
15. 5
Backed by two of the European largest retail banking groups
SHAREHOLDERS
• No.1 retail banking group in France
• 11,600 branches in Europe
• Asset Management, Insurance, Asset
Servicing, Corporate & Investment
Banking, Private Banking, Consumer
Finance
• No.2 retail banking group in France
• 8,000 branches in Europe
• Insurance, Corporate & Investment
Banking, Asset Management, Private
Banking, Private Equity and Specialised
Financial Services
Crédit Agricole S.A.
S&P Moody's Fitch
A/A-1 A2/Prime-1 A+/F1+
BPCE
S&P Moody's Fitch
A/A-1 A2/Prime-1 A+/F1+
€35.1 bn Net Banking Income
€70.7 bn Shareholder Equity, Group Share
10.2% Core Tier One Ratio
€23.1 bn Net Banking Income
€35.4 bn Shareholder Equity, Group Share
9.1% Core Tier One Ratio
As at 31 December 2011 As at 31 December 2011
16. 6
An extensive product offer for international clients
CLIENTS AND PRODUCTS
• Clients benefit from
our fully-integrated
product offer and
high service levels
which are
standardised across
our entities.
Our Clients Our Products
• Asset managers
• Insurance Companies
• Pension Funds
• Broker-Dealers
• Banks
• Central Banks/Sovereign Funds
• Corporates
• Middle-Office Services
• Private Equity, Real Estate
& Hedge Funds Services
• Fund Distribution Services
• Custody
• Capital Markets Services
• Depositary-Trustee
• Fund Administration
• Fund Structuring
• Fund Promotership
• Risk Analytics
• Clearing Services
• Cash Management
• Issuer Services
• Online Reporting
17. 17.12.12 > 7> CIOnet Luxembourg
A few words about myself…
Christophe Pierron
CIO of CACEIS Bank Luxembourg
■ Christophe Pierron, 46 years old, is a software engineer (SupInfo -
Paris)
■ He starts his career in 1989 as a consultant within Arthur Andersen.
n In 1992, he joins the Société Générale Group where he will occupy 4
positions : IT manager of Fimat Tokyo (now NewEdge), group project
manager within Fimat Facilities Mgt (Chicago), CIO of Fimatex (now
Boursorama) and IT manager of ‘open’ developments for SGSS
(Nantes).
■ After a short but intense period with an ‘online banking’ startup, he
joins in 2001 Natexis Asset Management and became in 2002 the
CIO. In 2005, he’s part of the of the creation of Natixis Investor
Servicing (fund administration) as CIO.
■ He joins Caceis early 2008 as CIO of CACEIS Fastnet Paris, and
since Sept. 2009 as CIO of Caceis Luxembourg.
■ From 2011, the Quality / Efficiency is under the responsibility of the
CIO.
18. 17.12.12 > 8> CIOnet Luxembourg
CACEIS IT
> IT includes business analysts, developers, project managers, architects and
application / functional help desk
> CACEIS has outsourced its IT production and infrastructure
> About 550 internal / external people, 240 in France and 180 in Luxembourg
> Around 75 000 man days of projects, about a third in Luxembourg
Around 35 000 man days of maintenance / support / enhancement (third in Lux)
> 2 big IT teams (Fr / Lu) that manage the Group information system
> Germany has a local IT (especially for Custody) due to the HVB takeover
> Luxembourg is in charge of the small entities (US, Canada, Belgium, Netherland,
HK)
19. 17.12.12 > 9> CIOnet Luxembourg
A lot of changes in 3 years…
In 2009, the local CIO was in charge of the full IT of its country with few usage of other systems
2010
> From a « MOA - MOE » organization to a « Business lines » organization
n 7 business lines (custody, fund administration, customers, …)
n Same organization in France, Luxembourg and Germany
> Appointment of Group heads of IT business lines (for coordination)
2011
> Appointment of Group heads of Operational business lines
n Start of the cooperation for each ‘pair’
2012
> Reinforcement of the IT Architecture team for the Group (functional & technical)
2010-11-12-13
> More and more IT expertise centers centralized in France & Luxembourg
> More and more applications convergence to build progressively a Group information system
Now, the local CIO is in charge of a part of the Group information system, he’s a main actor of
the Group strategy and represents the local entity (regulators, clients, …)
20. 17.12.12 > 10> CIOnet Luxembourg
Current Group Organization
Banking
Dealing
Fund
administration
Investment
Mgt Services
Clients
Architecture
& support
Administration
PISM
LuxembourgGermany France
IT
Infrastructure
Production IT
Cash accounts, accounting,
risks, payments, reconcil
Treasury, forex, securities
lending
Fund administration
Middle Office, pricing, financial
reporting, master data, OTC
Client reporting and portal,
billing, CRM
Functional and technical
architecture, devlopment
environment and tools
IT contracts, Budget
Management of the production
and infrastructure providers
Workstation, network, mail,
file server, …
Production
Distribution
Transfer agent, fund execution
CustodySecurities custody &
depositary
21. 17.12.12 > 11> CIOnet Luxembourg
Some IT trends within CACEIS
> 2015 IT strategy
n Cost reduction (IT & Ops), but (try to) keep the same projects budget
n Spend less on the core business (and streamline it), and spend more on new
products / new clients / innovation
n A strategy per IT business line
> A new development framework – Case or ‘AGL’ (Palmyra from Vermeg)
UML modeling – JAVA code generation – technology is mostly hidden
à Caceis IT must be specialized on the business, not on the technology
à Use of common components / master data – Standardize the developments
à Build progressively the application with the users
> Agile methodology strongly linked to the process
à Collaborative & Interactive : associate from the beginning of the project the different
actors (IT, users, efficiency team)
à Iterative & Agile : splits in phases and prototypes
à Based on the process and business needs : start from the process, review / adapt
the process at the same time (if opportunity), and facilitate the change management.
22. 17.12.12 > 12> CIOnet Luxembourg
My vision of the CIO role
and IT as a transformation force for the company (1/2)
> More « IT fusion » with the business, than « IT alignement »
and it must be true at all levels (CIO with ExCo, IT business line leader with Ops leader,
…). The CIO has an important role to make it possible and working.
> The CIO must be part of the company strategy, in terms of product development
and cost reduction.
> The CIO and IT must be closed to the business and final customers. IT must be a
business thinker / innovator.
> IT must bring value through the technology, its knowledge of the Information System
of the company and the business. IT must help the business to innovate and to
make it feasible.
> The CIO must not be afraid of SaaS solutions, and must play an important role to
manage the project, integrate the solution and have the right data available.
> The CIO must take risks in solutions and HR
23. 17.12.12 > 13> CIOnet Luxembourg
My vision of the CIO role
and IT as a transformation force for the company (2/2)
> The successful companies are agile : deliver quickly a new product (time to market),
win a client, reduce costs quickly and the right ones,… IT is fully part of it and must
then also be agile :
n Develop quickly a new application, and in most cases don’t look for 100% perfection
(time to market is more important)
n Design applications to change / evolve
n Innovate (in technology, process)
n Be flexible, and have resources work on the company priorities
n Deliver cheaper
> The IT department must also be efficient (not only the Ops)
> IT alone doesn’t generate enough cost saving. The Ops process must be
simplified / reviewed, especially when it comes to a new application development or
big changes. Once again IT-Business fusion is a must, together we make the best
savings and create the best products.
25. With offices in Belgium, France, Germany,
Luxembourg, Switzerland and the UK,
KNEIP serves more than 420 global fund
management companies.
We help our clients meet their regulatory
reporting obligations, while enabling them to
provide consistent and accurate fund data
and documents to their regulators, clients
and data vendors.
37. Informatics
e-
The
changing
role
of
the
CIO
A
perspective
from
the
European
Institutions
CIONET
Luxembourg
17/12/2012
Francisco
GARCÍA
MORÁN
Director
General
of
Informatics
38. Informatics
Agenda
• 1. Your business/your sector, your company,
your organisation
• 2. About you, your career, your experience as CIO
• 3. What happened the last couple of years at the CIO
seat in your organisation ?
• 4. Your cook book: the things and the thoughts that
work... your recent experience and vision
• 5. now, how do you see the CIO position evolve ?
• 6. the Tomorrow's CIO
39. Informatics
The European Union
• The result of a number of international Treaties
since the ’50s (end of World War II) (primary
legislation)
• A unique economic and political partnership
between 27 democratic European countries
aimed at:
Creating an ever closer union among the peoples of Europe, with
decisions taken as closely as possible to the citizens
Achieving peace, prosperity and freedom for the citizens in a fairer
and safer world
Through its competences in a large number of areas, exercised
through secondary legislation (which prevails over national law)
40. Informatics
EU institutions: achieving the aims
The
Trea'es
set
up
a
number
of
EU
Ins'tu'ons,
Agencies
and
Other
Bodies
(EUIs):
A
“core”
of
7
Ins'tu'ons
(European
Council/GSC,
European
Commission,
EP,
CoJ,
CoA,
ECB)
based
in
Brussels
/
Luxembourg
/
Strasbourg
/
Frankfurt
Various
layers
of
other
types
of
EUIs
(40-‐80
depending
on
how
they
are
counted
!)
scaUered
throughout
the
27
Member
States
Suprana'onal
character
of
the
EU:
the
European
Commission
is
the
“engine”
behind
European
integra5on.
41. Informatics
Customs
Union
Compe55on
Monetary
Marine
ressources
Commercial
policy
Interna5onal
agreements
(AETR)
Human
Health
Industry
Culture
Tourism
Educa5on,
voca5onal
training,
youth
and
sport
Civil
protec5on
Administra5ve
coopera5on
internal
market
social
cohesion
agriculture
and
fisheries
(except
where
exclusive)
environment
consumer
protec'on
transport
trans-‐European
networks
energy
freedom,
security
and
jus'ce
public
health
research
and
technological
development
space
development
coopera'on
humanitarian
aid
SUPPORT
ACTIONS
EXCLUSIVE
COMPETENCES
SHARED
COMPETENCES
42. Informatics
The
2020
Challenges
The
2020
Challenges
Economical
recovery
Transport
efficiency
Jobs,
……
Climate
change
Ageing
society
Energy
consumption
Inclusion
Empowering
patients
Security
Europe
2020
Innovatio
n
Union
Youth
on
the
move
Digital
agenda
for
Europe
Resource
efficient
Europe
Industrial
policy
for
the
globalizati
on
era
An
agenda
for
new
skills
&
jobs
European
Platform
against
poverty
43. Informatics
• own
IT
team
&
organisation
• Responsible
for
the
delivery
of
their
IT
services
and
the
development
of
their
information
systems
they
need
• Varying
degrees
of
IT
maturity
• Shared
services
on
a
voluntary
basis
Each
Institution
• "Comité
Informatique
Interinstitutionnel"
ensures
global
coordination
on:
• ITC
infrastructure
• Common
IT
services
(e.g.
product
management,
IT
architecture,
Calls
for
Tenders
&
Contracts,
etc.)
• Information
Systems
Hosting
• Shared
Applications
CII
ICT
in
the
EU
• Corporate
IT
services
• IT
Strategy
and
Coherence
• Development
of
Corporate
Information
Systems
(IS)
• IT
Support
(2nd
level),
Corporate
Logistic
Services,
Corporate
Contracts
and
Budget
Management
• Development
of
policy
oriented
IS
on
request
• (approx.
450
officials
and
850
external
staff)
DIGIT
• Management
of
local
IT
infrastructure
• IT
User
Support
(1st
level)
(except
those
in
ITIC)
• Development
of
Information
Systems
in
support
of
EU
operational
policies
• (approximately
650
staff)
Local
Org.
ICT
@EC:
Hybrid
model
• We
deliver
digital
services
to
enable
EU
policies
and
to
support
the
Commission's
internal
administration
DIGIT
44. Informatics
Agenda
• 1. Your business/your sector, your company,
your organisation
• 2. About you, your career, your experience as
CIO
• 3. What happened the last couple of years at the CIO
seat in your organisation ?
• 4. Your cook book: the things and the thoughts that
work... your recent experience and vision
• 5. now, how do you see the CIO position evolve ?
• 6. the Tomorrow's CIO
46. Informatics
Agenda
• 1. Your business/your sector, your company,
your organisation
• 2. About you, your career, your experience as
CIO
• 3. What happened the last couple of years at the
CIO seat in your organisation ?
• 4. Your cook book: the things and the thoughts that
work... your recent experience and vision
• 5. now, how do you see the CIO position evolve ?
• 6. the Tomorrow's CIO
47. Informatics
and
2.
EC
–
IT
Rationalisation
1.
The
new
world
out
there…
New
IT
corporate
governance
structure
with
more
involvement
of
business
IT
Rationalisation
@EC
A
new
«
differentiated
IT
Strategy
»
taking
into
account
value,
risk
and
cost
è
economies
of
scale.
IT
rationalisation
(absorb,
integrate,
do
nothing,
best
practices)
17
domains
started
What
has
changed
in
the
last
years?
48. Informatics
Informatics
2007
Complexity
Level
1:
Simple
website
Level
2:
On-‐line
government
Level
3:
Integrated
government
E-‐Commission
2001-‐2005
2008
Level
3:
Integrated
government
2009
2010
3
2015
Lead
by
example
-‐ EU
Policies
-‐ Internal
Admin.
E-‐Commission
2012-‐2015
New
paradigm
E-‐Commission
2006-‐2010
New
strategy
Level
2:
On-‐line
government
49. Informatics
Action
plan
• Break
barriers
between
EU
PA
&converging
systems
• Strengthen
operational
effectiveness
and
efficiency
• Improve
transparency
and
accessibility
of
information
• Reduce
admin
burdens
&
streamline
processes
• Enhance
IT
Security
• Exploit
innovative
technologies
• Convergence
of
IT
systems
Goals
• reduce
costs
and
create
value
• effectiveness
&
efficiency
• business
continuity
• streamlining
administrative
processes
• improve
transparency
• eliminate
digital
barriers
Deliver
user-‐
centric
digital
services
for
EU
policies
and
COM's
internal
admin.
To
Europe
2020
Guiding
principles
User-‐centricity
Effectiveness
and
efficiency
Simplification
and
proportionality
Security
and
privacy
Transparency
and
accessibility
Openness
Reusability
Governance
Focus
on
corporate
priorities
Monitor
key
investments
Transparency
and
visibility
Accountability
50. Informatics
Agenda
• 1. Your business/your sector, your company,
your organisation
• 2. About you, your career, your experience as
CIO
• 3. What happened the last couple of years at the
CIO seat in your organisation ?
• 4. Your cook book: the things and the thoughts
that work... your recent experience and vision
• 5. now, how do you see the CIO position evolve ?
• 6. the Tomorrow's CIO
51. Informatics
IF YOU ALWAYS DO
WHAT YOU ALWAYS DID,
YOU ALWAYS GET
WHAT YOU ALWAYS GOT.
I'M POSSIBLE
53. Informatics
Agenda
• 1. Your business/your sector, your company,
your organisation
• 2. About you, your career, your experience as
CIO
• 3. What happened the last couple of years at the
CIO seat in your organisation ?
• 4. Your cook book: the things and the thoughts that
work... your recent experience and vision
• 5. How do you see the CIO position evolve ?
• 6. The Tomorrow's CIO
54. Informatics
Un professionnel capable de gérer un boîte IT qui a
une très bonne connaissance du business combiné
avec une excellente expertise technique afin de
pouvoir jouer un rôle stratégique permettant à
l'organisation de développer des solutions innovatrices
facilités par la technologie.
57. 2
Objective
This presentation shares our perspective based on our
client work.
Its real purpose is to serve as a thought starter to
exchange ideas & points of views afterwards.