CNM17_web - CIONET Magazine, Marzo 2015

The digital tsunamiCIONET Magazine, March 2015

Contents
EVENTS
4 Fast-growing digital leaders
community in Poland
CIONET Poland successfully inau-
gurates its networking activities.
6 Creating Digital Leadership
In 2015, CIONET Poland is building
an active CIO community.
7 CIO meets CXO
The 2015 CIONET Italy events pro-
gram stimulates the dialogue.
8 The new roles of IT
In the near future the CIO will also
have to become a marketing expert.
12 Digital transformation
Digitisation has a direct impact on
the mission and roles of IT depart-
ments.
16 The Social Enterprise
Collaboration between IT and Mar-
keting leads to business success.
18 From Enterprise 2.0 to Social
Business
The huge offering of social media
tools needs to be translated into a
corporate environment.
21 CIONET Colombia, a new frontier
CIONET Colombia is looking
forward to achieving many great
objectives in 2015.
24 CIONET and the Chinese CIO
Union join forces
Strategic Cooperation Agreement
serves as a framework for long-term
cooperation.
26 Digital employment
opportunities
Key takeaways from the CIONET
Portugal Grand Coalition for Digital
Jobs Summit
28 Additive Manufacturing, the
future of production
The so-called 4th Industrial Revolu-
tion is only five to ten years ahead
of us.
30 The digital revolution
How to deal with the challenges
and uncertainties of the digital
world?
THE NEXT CIO
32 Becoming a Smart Nation
Luxembourg wants to make the
most of opportunities coming from
new technologies.
35 Aligning IT governance with
business
IT governance is gaining in im-
portance on Boards of Directors’
agendas.
36 Pharma’s IT transformation
What are the key technologies for
pharmaceuticals over the coming
years?
38 Digital on board
Many CIOs develop management
skills ideally suited for the board-
room.
CIO VISION
40 Do I need to be in the cloud?
Cloud solutions suppliers are trying
to generate de facto standards.
41 The customer-focused CIO
The abbreviation ‘CIO’ should
nowadays stand for ’Customer Is
Obligatory‘.
RESEARCH
42 Results from the CIONET 2014
member survey
CIONET is setting its future course,
creating additional added value for
its members.
CIONET PARTNERS
47 Have a look at the full list of
CIONET’s Premium Business
Partners, Business Partners and
Research Partners.
2
Sharing
and
Caring
In a world where IT has become
the nervous system of business and
society, we believe that ClOs and
their teams are the new heroes that
drive change and innovation in their
organisations. That’s why we have
built CIONET, the leading European
community of IT leaders.
It is our mission to provide CIONET
members and partners with the best
possible platform to help them to
succeed and make the world a better
place. We do this by understanding
the ClOs’ needs and by fostering their
development and growth.
We believe that community and col-
laboration are the heart of the or-
ganisations and society of the future.
We are driven by the passion and
ambition of our members.

Read more on iPad in the CIONET+ app.
The digital tsunami
There is a tsunami of digital innovations going on, leading to an entirely new
ecosystem in which our companies need to operate. How do we address the
many uncertainties ahead of us? The risks and benefits IT brings have a huge
impact on organisations’ operations, sales and marketing.
This is why, in today’s digital world, the CIO has to play a much more important
leadership role and to influence his company far more than ever before. He/she
therefore needs to prepare him/herself and the entire organisation for the digital
revolution.
CIONET wishes to guide its members along this path to digital leadership. We
have decided we need to look forward to the next five years and to what we will
do to support the CIOs in their evolving roles. We carried out a survey across our
members, Advisory Board members and Business Partners.
We learned three things. First of all, we are the professional and relevant organi-
sation for the CIO community. Secondly, our current programs are very much
appreciated. We provide what CIOs need. And thirdly, there is a high interest for a
number of new added value programs which we will develop in 2015.
One of these is the mentorship program where experienced CIOs will accom-
pany their more junior colleagues. We will also start up peer-to-peer groups
where a small group of CIOs come together to talk about specific business and
organisation issues and solutions. And finally, we are planning some very targeted
benchmarking studies responding to specific needs from the community.
Another important activity this year will be CIO CITY 2015 focusing on ‘The role
of technology in business transformation’. For the fifth consecutive year CIONET
will bring together top thought leaders and IT professionals around vital topics to
make digital leaders even more successful in the immediate future.
At CIO CITY 2015 we will also celebrate the European CIO of the Year 2015
award winners. These awards pay tribute to CIOs who have made their organisa-
tions more successful by using ICT in more effective and innovative ways.
Finally, we would like to warmly congratulate our newest national country or-
ganisations, CIONET Poland and CIONET Colombia for a very successful start.
May they flourish as much as the other national communities.
May the force be with you!
Patrick Arlequeeuw,
Strategy Director of CIONET International
3

CIONET Poland sets off in the European
CIONET community. On 20 November 2014,
a meeting of its Advisory Board was held,
with the participation of outstanding IT
executives from major companies.
CIONET Poland successfully inaugurates its networking activities.
Fast-growing digital leaders
community in Poland
4 EVENTS CIONET Poland
The role of the Advisory Board is to
support the development of CIONET
in Poland and to provide expert
knowledge. The Board is composed
of top management and high-ranking
executives from various companies
who guarantee not only their profes-
sional expertise, but who also agreed
to invest their time and energy for the
benefit of CIONET.
First president
Jaromir Pelczarski, the Vice-President
of the Management Board of BNP
Paribas, was appointed as the first
President of the CIONET Poland
Advisory Board. From the very begin-
ning he got himself involved in pro-
moting this international community
among Polish managers.
The invitation to the CIONET Poland
Advisory Board was also accepted
by Professor Piotr Płoszajski from
the Warsaw School of Economics
(SGH). On the occasion of joining the
Board, he gave an excellent lecture on
innovation.
During the meeting, Jaromir
Pelczarski pointed out that the IT in
a company should be looked at from
a business strategy perspective, in
line with the motto ‘Dear CIO, forget
about the internal customer, focus on
the real customer of your business’.
This thought was developed further
on 14 January 2015, during the first
meeting of CIONET Poland members.
The meeting was dedicated to Digital
Leadership.
‘Focus on the real
customer of your
business.’
Digital leaders
The members of the Advisory Board
discussed which interesting topics will
be included on the agenda of CIONET
Poland for the coming year. They do
not want IT to be thought of as an
end in itself. The CIONET program in
Poland will offer insight into technol-
ogy as a value adding factor.
CIONET Poland wants to be close
to the issues which are interesting
for Digital Leaders in their everyday
activities. This is why the members of
the Advisory Board are the ones who
will set the agenda. For 2015 CIONET
Poland is planning six more events.
Expanding community
The Polish CIONET community is
developing dynamically – within the
first two months they have already
gained 150 members. CIONET Poland
is going to expand the community in
the country. By the end of next year
the organisation would like to have
300 members.

Read more on iPad in the CIONET+ app. CIONET Poland EVENTS 5
Members of the Advisory Board and the
CIONET Poland team (from left to right):
Andrzej Sieradz, Board Member at BGŻ;
Bartosz Górczyński, Managing Director of
CIONET Poland; Prof. Piotr Płoszajski, SGH;
Ireneusz Piecuch, Board Member at Poczta
Polska; Wanda Żółcińska, Community
Manager at CIONET Poland; Jaromir
Pelczarski, Vice President at BNP Paribas;
Katarzyna Orlińska, CIO at Carrefour;
Mariusz Bondarczuk, Vice President
at BPH; Rafał Zbiróg, CIO at PKP PLK;
Dariusz Wyrosławski, CIO at Bunge Polska;
Aleksander Dobersztyn, IT Director Central
and Eastern Europe at Philips; Krzysztof
Frydrychowicz, Managing Director of
CIONET Poland; Włodzimierz Marciński,
Digital Leader, Ministry of Administration
and Digitalisation.
CIONET Poland
wants to be close
to the issues which
are interesting for
digital leaders.

6 EVENTS CIONET Poland
In 2015, CIONET Poland is building an active CIO community.
Creating Digital Leadership
CIONET Poland has just started and is grow-
ing at an impressive pace. 2015 will be a year
of building an active community with extraor-
dinary meetings and inspiring networking.
CIONET Poland wants to be a real,
thriving platform for the exchange of
the experiences and ideas of digital
leaders from Poland and the whole
of Europe. This is why in 2015 it will
undertake an active dialogue with its
members, both online and offline.
The focus will be on business subjects
presented from the perspective of
practitioners – the CIOs themselves.
CIONET Poland wants its members
to talk about their achievements and
ways to accomplish them, in order to
inspire one another.
At its internet forum, CIONET Poland
will present to the community mem-
bers subjects which are important for
them, along with high quality case
studies. In real life, the opportunities
for networking and direct discussions
are also considerable. In 2015, CIONET
Poland will organise six meetings. It has
decided that Wednesday afternoons
are the most suitable for events. Their
formula is similar to TED conferences
with short presentations and round ta-
bles with speakers, which enable active
participation by the persons attending.
The agenda of the meetings has been
established with the members of the
CIONET Poland Advisory Board, which
ensures the high quality of the content
of our conferences.
Interesting themes
CIONET Poland will start with Digital
Leadership, because it is a subject
close to all CIOs and each company
which creates its own strategy with the
potential offered by modern technol-
ogy. A lot of time will also be dedicat-
ed to the subject of change, which is
invariably interesting for everybody in
the era known as VUCA. The commu-
nity will take a closer look at agility in
business – does it really bring meas-
urable benefits? CIONET will discuss
a modern approach to the customer
and the huge possibilities offered by
technology in this field. CIONET will
of course not forget the ever-present
and crucial subject of a secure busi-
ness. Additionally, because we work in
increasingly dispersed structures and
organisations – and CIONET Poland
really wants to encourage its members
to the topic of virtual activities – one
of the meetings will be dedicated to
the subject of virtual teams. It will be a
very interesting year!
CIONET Poland 2015
events calendar
JANUARY 14
‘Digital Leadership’ Launch Event
in Warsaw
JANUARY 14
Advisory Board Meeting
MARCH 11
‘Business Change Management’
APRIL 22
‘Agility in Business’
APRIL 22
JUNE 4 & 5
CIO CITY & Global Advisory
Board Meeting in Brussels,
Belgium
JUNE 10
‘Focus on the Customer’
SEPTEMBER 23
‘Secure Business’
SEPTEMBER 23
OCTOBER 28
CIONET Poland Annual
Conference
DECEMBER 2
‘Virtual Teams’

Read more on iPad in the CIONET+ app. CIONET Italy EVENTS 7
The 2015 CIONET Italy events program stimulates the dialogue.
CIO meets CXO
‘CIO meets CXO’ is the name of the challeng-
ing CIONET Italy events program for 2015.
The program intends to stimulate the dialogue
between CIOs and CXOs, to strengthen their
business relationship and to understand what
Digital Transformation is going to change.
For its fifth year in Italy, CIONET Italy’s
Advisory Board and its President Enzo
Bertolini are launching a substantial
program of events and activities in
the country. After a successful 2014
dedicated to Innovation Experiences
on the disruptive and innovative
technologies already known or in the
first stage of adoption, the 2015 will be
the year of relationships in the Digital
Transformation era.
Why is it important that the CIO meets
the CEO, the CFO, the CMO, the CSO?
Because one of the first things the
CIOs have already understood is that
Digital is not simply one more ele-
ment added to the list. It’s not just one
more channel. It’s different. It’s about
changing the way we are operating,
because it is about using data, faster
cycle times, more interactivity with
more empowered customers. And that
is going to change a lot.
“What is our product strategy? What
is our customer-experience strategy?
What is our data strategy? How are
we getting more information about
our customers? How are we going to
use that information to drive value?” In
order to answer to questions like these
the CIO, CEO, CFO, CMO and CSO
have to break out of the compartmen-
talised mindset inside their organisa-
tion. They have to bring their skills and
teams together, they have to get out
and find out about customer behav-
iour and see whether their product is
good or not.
More attendees
In 2014, over 150 CIOs and IT Directors
had the opportunity to exchange and
learn from each other’s experiences
on Big Data, As a Service, Internet of
Things and Additive manufacturing. For
2015, the year of Digital Transforma-
tion, the Advisory Board is hoping for a
25 per cent increase of the number of
attendees. To reach this target, Adviso-
ry Board members of CIONET Italy are
already at work to define the main top-
ics of each event, to be sure to make
this 2015 program the best ever.
CIONET Italy 2015
events calendar
FEBRUARY 2
‘CIO meets CSO’
MARCH 26
‘CIO meets CIO’ and CIONET
ITALIA AWARD 2015
MAY 19
’CIO meets CEO’
SEPTEMBER 21
‘CIO meets CFO’
NOVEMBER 16
‘CIO meets CMO’
Undoubtedly, the
third edition of the
CIONET ITALIA
AWARD will be one
of the highlights.

In the near future the CIO will also have to become a marketing
expert.
The new roles of IT
8 EVENTS CIONET France
On 3 December 2014 CIONET France
organised its Annual Congress, dedicated to
the new roles of IT. Over 70 top CIOs met
to exchange on this subject and discuss
with economists, IT experts, top software
and consulting firms and highly innovative
start-ups.

Philippe Poirson, Corporate CIO of
Geodis and President of the CIONET
France Advisory Board first explained
the meaning of innovation and its
consequences for the CIO. “Basically,
innovation means effective creativ-
ity producing values such as financial
value, technological value, social
value and ethical value. As economist
Joseph Schumpeter explained, inno-
vation means creation and destruction.
The transformations it brings can be
simply incremental but can also have
a more far-reaching impact and create
paradigm shifts. Innovation implies
the transformation of the enterprise as
well as more exchanges with its exter-
nal stakeholders (customers, vendors,
innovative start-ups) and internal ones.
The CIO has the opportunity and the
duty to become the catalyst and the
federator of this process, but keeping
in mind he also has to ‘keep the plane
flying’ doing his operational job.”
Intangible capitalism
Philippe Moati is a Professor at Paris-
Diderot University and he is also co-
founder of the ObSoCo (Observatoire
Société et Consommation - Society
and Consumption Observatory).
He explained his vision that capital-
ism is facing a major revolution that
is directly impacting the mission of
companies and therefore the roles of
IT. “Capitalism evolves in long cycles
(around 50 years) when new technol-
ogy sets appear and modify the eco-
system. The consequence for compa-
nies is that their way of creating value
evolves as well. We have shifted from
an ‘industrial‘ capitalism to an ’intangi-
ble capitalism’. The value companies
produce is increasingly more intangi-
ble and the way this value is created is
intangible as well.
The traditional theories state that
the stronger the competition is, the
lower the profitability becomes. But
at the same time the demand for high
profitability becomes stronger from
company shareholders. How to be
hyper-profitable in a context of hyper-
competition? This question implies the
changes we see: refocusing strate-
gies and outsourcing - the company
concentrates on its higher profitability
We have shifted
from an ‘industrial‘
capitalism to
an ’intangible’
capitalism.
‘The CIO has the
opportunity and the
duty to become
the catalyst of
innovation.’
CIONET France EVENTS 9
Philippe Poirson, Corporate CIO
of Geodis and President of the CIONET
France Advisory Board: “Basically, innova-
tion means effective creativity producing
values such as financial, technological,
social and ethical value.”
Philippe Moati, Professor at Paris-
Diderot University and co-founder of
ObSoCo: “The value companies produce is
increasingly more intangible and the way
this value is created is intangible as well.”
Jean-Pierre Scandella, Owner &
Managing Director of ARROWMAN
Executive Search: “The departments test
new job definitions and new competencies
in a project-based approach.”

domains. At the same time it creates
new positioning and new models. But
these fundamental changes also come
from changes in society itself: higher
levels of education, new expectations
from the consumer, a new relationship
to the job (Y Generation). IT also leads
to the emergence of a collective intel-
ligence from consumers.
As a consequence we are living a ma-
jor change in our consumption model:
-- the basic needs are fulfilled,
-- the company offering responds
more to desires than to needs.
There is a tendency towards individu-
alisation of the consumer: he feels
he is less defined by a social category
and at the same time he demands
personalisation. He wants a personal
relationship with his vendors. The
new technologies enable this shift
and companies therefore rely on the
IT department’s ability to set up these
personal relationships with their cus-
tomers and, at the same time, to ob-
tain a much deeper knowledge of their
conscious and unconscious desires.
This trend towards better knowledge
of the customer and a higher and
very personalised level of relationship
with him, makes the marketing ap-
proach more important than ever. As
the marketing department has to be
aware of IT trends, the IT department
- and most of all the CIO - will in the
future also have to become marketing
experts.”
Marketing-IT integration
Michel Calmejane, Managing Director
and Director Channel Strategy and
Transition Europe at Colt Technology
Services, also emphasized this integra-
tion of marketing with IT. “The CIOs
want to control the stakeholders and
the entire ecosystem of the projects
they launch. They give a higher im-
portance to cybersecurity issues and,
more than in the past, they take the
user experience into consideration.
The two technical trends are obviously
the current implementation of Big Data
projects and the rise of the Internet of
Everything. As a consequence of this
higher project complexity, vendors
also have to adapt their sales strategy
and adopt account-based market-
ing with a specific approach for each
customer, providing him with a spe-
cific ecosystem including start-ups. To
acquire this very precise knowledge of
each prospect and customer, the ven-
dor needs to attract two new profiles:
Data Scientists and Digital Marketing &
Communication specialists.”
‘More than in the
past, CIOs take the
user experience into
consideration.’
The CIO as a venture capitalist
Sébastien Durieux, Associate Director
at Deloitte Consulting, has another
viewpoint regarding the roles of IT. He
sees the CIO as a venture capitalist,
where venture means risk but above
all opportunities and where the capital
is innovation. In ‘Tech Trends 2014’
Deloitte points out that although IT
budgets are under great pressure, cost
reduction appears only in the third
place of priorities, after the fulfilment
of department needs and the im-
plementation of the Digital Strategy
of the enterprise. The CIO therefore
has to instil a culture of innovation
and achieve strategic management
of the new projects. The study shows
that CIOs feel they are able to face
this challenge, but believe the other
departments of the company need
to be informed and reassured on
this innovative approach. In fact the
CIO, as a venture capitalist, needs to
develop strong communication with
all the stakeholders of the company’s
transformation: the various depart-
ments but also the board of directors.
The Chief Innovation Officer or Chief
Digital Officer also has to have a direct
relationship with the CIO. Last but not
least, the CIO, as a venture capitalist,
has to create a real partnership with
the external players such as the service
providers, software companies, etc.
HR viewpoint
Jean-Pierre Scandella founded
ARROWMAN Executive Search in 2004.
It specialises in C-Level search (General
Managers, Chief Technical Officers and
Chief Information Officers). He ex-
plained the main trends he sees from
an HR viewpoint: “The Digital trans-
formation concerns all the domains
of the company. It is a major change,
a paradigm shift as it affects the way
people work and interact. General
Management and the Board are finally
being involved in this transformation.
Moreover, job definitions and core
competencies are impacted. We see
increasingly more ‘T profiles‘ with a
specific expertise being expressed
transversally across the company. This
transformation pushes organisations
to a less hierarchical structure, though
not totally flat.” Scandella also pointed
out that there is no more pre-defined
model: “The departments test new job
definitions and new competencies in
a project-based approach. There is
often a functional overlap across dif-
ferent departments.” Scandella con-
cluded: “The human being is key. In
this transformation process dynamism,
charisma and the ability to take risks
are more important than functional
competencies.”
This article is based on the CIONET France
Annual Congres ‘The new roles of IT’, which
was held on 3 December 2014.
10 EVENTS CIONET France

© 2015 Deloitte Belgium
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to define and deliver digital solutions Make a point of visiting www.deloitte.com/be/technology
What’s the point of your digital strategy?

Digitisation has a direct impact on the mission and roles of IT
departments.
Digital transformation
We are fully into a new era with profound
changes due to the emergence of digital
technologies in areas such as customer
relations and social trends. This has a direct
impact on the mission and roles in the
technology departments of our companies
and on internal leadership. All these changes
have been highlighted in the latest edition of
the CIONET Spain Annual Event, which took
place in Madrid.
12 EVENTS CIONET Spain

The event addressed issues such as
‘The future vision of digital transforma-
tion‘, ’The new digital age‘, ‘New busi-
ness models‘, ’Towards a new model
of management‘ and ‘Skills necessary
for this change‘. More than 300 CIOs
attended the event, listening to experi-
ences and recommendations about
what’s involved in this new digital
paradigm and how companies must
evolve in this time of change and focus
on their customer as a priority. This
transformation affects the business vi-
sion, the way of working of employees
and the interaction with the customer.
Technology becomes a facilitating
element through the convergence of
solutions such as Cloud Computing,
Big Data, Mobility and Social Media.
We are at a time in which innovation
is key. In this sense, José Luis Sancho,
Managing Director of Accenture Spain,
spoke a truth: “It is a challenge for the
CIO, but also an opportunity.”
Co-leadership
However, according to data provided
by Ramón Gómez de Olea, Managing
Director and Country Head at Russell
Reynolds Associates, the roles leading
the major part of this transformation
are the CEO (34%), Marketing (27 %)
and new staff (7 %). This last percent-
age includes the figure of the Chief
Digital Officer (CDO), who bears the
responsibility for this change but who,
in many cases, simply designs the
strategy without implementing it, so it
may be a waste of time for the evolu-
tion of the company.
From left to right: Eva
Sanz, student; José Manuel
Inchausti, CEO Regional
Iberia at MAPFRE; and
Laura Cárdenas, student.
From left to right: Mario
López de Ávila, President
of Agile Entrepreneurship
Spain; Andrés Contreras,
Co-founder and CTO of
SocialTech, Co-founder &
CEO of Datacean; Ramón
Gómez de Olea, Managing
Director and Country Head at
Russell Reynolds Associates;
Matti Hemi, Chief Paradigm
Shifter; and Antonio Crespo,
Director at Leaners Magazine.
Leading roles in the digital transformation
34% 27% 7%
CEO Marketing
New
staff
‘It is necessary to
distribute innovation
right down to the last
employee.’
34%
CEO
27%
Marketing
7%
New staff
34+27+7+32+t
Leading roles
in the digital
transformation
CIONET Spain EVENTS 13

17+83
Although currently the CIO is not
involved in many of the digital agen-
das, this expert’s recommendation is
that they have to undertake projects
of co-leadership, involving the CIO in
them. And not only him, but also all
the management functions, including
the CEO, whose driving role is essen-
tial. In order for these initiatives to be
supported by all departments, Matti
Hemi, Chief Paradigm Shifter, said: “All,
including the leaders, have to leave
their comfort zone. It’s not a matter
of opening this zone, but expanding
it. The employee will not change if he
doesn’t see the leader doing it.”
Mario López de Ávila, President
of Agile Entrepreneurship Spain,
83% of managers are
prepared to lead the
transformation, but do
not have the capacity to
address it.
83%
highlighted a barrier for the IT de-
partments when it comes to getting
involved in the transformation: the
political dimension. “We, the techni-
cians, do not master the art of politics
in large companies. This leads to a
situation of disadvantage and it is
something we must learn. We have
been talking for 20 years about over-
throwing the administrative silos but
this has been unsuccessful for one
reason: there are still people who want
to continue with them.”
A company that is leading the digital
transformation is the Spanish insur-
ance company MAPFRE. Its President,
Antonio Huertas, involved in the major
technological change of this company,
brought the participants his vision
during the event. Huertas drove one
of the experiences of digital innova-
tion of the company: the launch of
Verti, the direct insurance start-up
that has grown in the Spanish market
like no other. An initiative born in 2011
and which began as ‘a necessity and
a success‘ to respond to the needs of
its customers. For this veteran leader
technology has to lead. “We come
from a business model in which tech-
nology was only a service for the busi-
ness but not a leading factor. Now you
have to integrate IT with all business
areas to create a co-leadership organi-
sation.” He also said that it is important
to develop a management team that
takes advantage of the technology for
their business.
‘You have to think in
small victories, not in
large developments.’
Another participant was Raúl Grijalba,
President of Manpower Group Spain.
For him, we are not only in a time of
change, but in a change of era that
his company calls ‘the era of the
Human Age’, in which technology has
changed many of the things we are liv-
ing with today. To accommodate this
new model, companies “have to know
their expectations, the processes that
should be changed and the technolo-
gy that must be used.” According to his
information, the problem arises here:
83% of managers are prepared to lead
the transformation, but do not have
the capacity to address it. “Without the
CIO it is not possible to transform, and
his position should be the one of co-
leader of the change that comes from
the CEO and the Board.”
14 EVENTS CIONET Spain

Digital transformation strategy
During the afternoon, CIONET invited
other CxOs to join the event (CEOs,
CFOs, CMOs, as well as business
developers, people from technological
start-ups, etc.). The goal was to facili-
tate networking between all the areas
needed to define and implement a real
and correct digital business transfor-
mation strategy. It became absolutely
clear that digital technology is not a
passing trend and therefore it is im-
portant that organisations introduce
it into their corporate culture. One of
the formulas can be to appoint ‘evan-
gelists‘ or ’ambassadors of digitisation‘
in our companies.
In the round table ‘The corporate
digital transformation - Innovation as
the engine of change‘, the participants
heard again that changing a company
into digital has to be accompanied by
the commitment of senior manage-
ment and the involvement of all areas
of the company. Another important
conclusion was that this transforma-
tion must be carried out with sustain-
able budgets. You also have to think in
small victories, not in large develop-
ments. Moreover, training the people
is crucial.
Furthermore, the fundamental role of
social platforms in this process was
analysed, with speakers from Yammer,
Linkedin and Zyncro. Networks play
an important role in the brand image
and reputation of the companies, and
in this new model they have to know
how to take on board some negative
opinions from customers and users.
In this sense, good customer service
is the key for success. In addition,
we must not become obsessed by
the number of followers, but by their
quality.
On the other hand, an important
factor in the process of digitalisation
is talent. This is why, according to
Isaac Hernández, Country Manager
of Google Enterprise, it is important
to create a fertile workspace envi-
ronment and give employees the
right tools to promote innovation. In
the case of Ferrovial, its CIIO (Chief
Information & Innovation Officer)
Federico Flórez, talked about the in-
novation experience of his organisa-
tion. Promoting innovation has been
key to their business. In this sense, he
stressed that it is necessary to distrib-
ute innovation right down to the last
employee. To do this, he uses some
programs included in the Strategic
Plan, through which employees can
contribute with innovative ideas. “You
have to spread it among all workers
and this means training and dissemi-
nation”, he explained. This program
began five years ago and, annually,
700 ideas from employees are valued.
This article is based on the CIONET Spain
Annual Event ‘Digital Transformation’,
which took place in Madrid on 1 October
2014.
Raúl Grijalba, President of Manpower
Group Spain (l.) and Mona Biegstraaten,
President of CIONET Spain and Latin
America (r.).
Speaker José Manuel Inchausti, CEO
Regional Iberia at MAPFRE.
The process
of digitisation
requires a fertile
workspace
environment.
CIONET Spain EVENTS 15
Feedback from CIOs
A few Spanish CIOs gave their
opinion on this Annual Event.
What are your conclusions
about today´s topic?
Joaquín Reyes, CIO at Cepsa:
“First, that the digital transforma-
tion requires co-leadership of
business and technology, and
that processes are so interwoven
with the way we work that we
cannot just adapt the existing
ones. Second, there is no recipe,
and it is not a homogeneous and
comparable process for every-
body. The cultural environment
and the values will see them-
selves reflected in the new ways
of doing things, and on internal
relations with suppliers and
customers. Third, volatility. The
technologies that appear today as
key will be replaced. Companies
must have the ability to adapt
quickly and must not have ex-
cessive reliance on a particular
technology.” (Read more on iPad
in the CIONET+ app)

Collaboration between IT and Marketing leads to business success.
The Social Enterprise
What is important in digital marketing today?
The consumer is in the driving seat. He
is getting used to receiving personalised
messages that are very relevant for him.
This kind of relevance demands a close
cooperation between IT and Marketing.
“We are facing the challenge of contin-
uing to grow despite an aging popula-
tion. How can the new technologies be
used to keep growing in a sustainable
way? Closer collaboration between
IT and Marketing is the solution”, says
Gert De Meyer, North West Europe &
Nordics IT Director at The Coca-Cola
Company. “In the past Marketing used
to work with external marketing agen-
cies, also for their websites. But in
recent years we started hiring people
from these agencies and collaborating
more closely with Marketing.
We developed the concept of the
‘Social Enterprise’ with tools such as
consumer websites, mobile apps, e-
commerce and an active presence in
the social media. In the past many tools
were developed locally. Nowadays our
social media strategy is more uniform
and structured into six main capabili-
ties. Today, we interact directly with
the consumers in two directions,
using tools such as conversation
management.
When you look at our website (www.
coca-colacompany.com) you will
notice it has a very dynamic look and
feel and an enormous amount of
multimedia content. Our dedicated
consumer website (www.mycoca-cola.
com) gives the consumers access to all
kinds of Coca-Cola content, promo-
tions, events and other experiences. It
also provides them with a great deal of
information about our products.
One of our major concerns is the
protection of all the consumer data
we collect, including email addresses
and bank account data. Our internal
Information Risk Management team
advices our agencies on how to pro-
tect these data appropriately. Every
new application (mobile app, website)
is security scanned by a specialised
company before it can be launched.
Marketing clearly would like to go to
the market as quickly as possible but
needs to understand that we can’t take
any risk with consumer data.
‘New technologies
can be used to
keep growing in a
sustainable way.’
Stefaan Claes, International CRM &
Digital Marketing Director at Kinepolis:
“What’s next? We will evolve from content
to storytelling. It’s not just about what you
say but the way you say it.”
16 EVENTS CIONET Belgium

Customer-driven
The Kinepolis Group is a Belgian chain
of movie theatres with 34 cinema
complexes in Europe. The corporate
CRM & digital marketing team is a
center of expertise responsible for
the development and maintenance of
websites and digital apps, the multi-
channel campaign management
platform, etc. The team is a fifty-fifty
mix of IT experts and digital marketing
experts.
What is important in digital marketing
today? Stefaan Claes, International
CRM & Digital Marketing Director at
Kinepolis: “The consumer is in the
driving seat. According to Forrester,
the day we can send a message to
every customer that is so personalised
he thinks it cannot be done by a com-
puter, we will have reached our goal.
This kind of relevance demands new
knowledge about individual consum-
ers beyond demographic and transac-
tional data.”
The Kinepolis data are very rich with
e.g. data from continuously ongoing
surveys, statistics on the probability of
a client’s intention to watch a cer-
tain movie, or even to recommend
it. The CRM also makes a distinction
between declared customer profiles -
with the preferences they uploaded -
and shadow profiles - showing which
movies they actually watch. Kinepolis
even personalises its homepage to the
individual customer’s preferences.
What’s next? “We will evolve from
content to storytelling. It’s not just
about what you say but the way you
say it. A movie is a highly emotional
product. That’s why we’ll put more
emotions in our communication with
e.g. less text and more photos.”
Stand together
Olivier Paijens, Director Maintenance
and Technology Development at
the public broadcasting organisation
RTBF: “The world has become digital
and from there comes the need for IT
and Marketing to coexist. Marketing’s
main task is to canalise our content
and propose it to our customers. To
support this, the IT department needs
a strong but light infrastructure, and it
has to stay agile.
Marketing also has to target and seg-
ment the market. To enable that, IT
needs tools for analysis and marketing
campaigns. Furthermore, Marketing
has to help our clients to recognise
themselves in the content. IT there-
fore need tools to manage the meta-
data consistently.
Another challenge is the multitude
of communication channels at RTBF.
The show The Voice e.g. is available
on television, radio, our website and
is represented in the social media.
This multitude enables our clients to
create their own RTBF. In order to
serve them better, Marketing needs to
understand their consumption pat-
terns. This requires from IT to be able
to capture a maximum of information
and correlate the data in a minimum
of time.”
Paijens’ conclusion regarding IT-
Marketing collaboration is a quote
from the Lebanese writer Kahlil
Gibran: “Stand together, yet not too
near together, for the pillars of the
temple stand apart.”
This article is based on the CIONET
Belgium Networking Event ‘IT & Marketing:
collaborate for business success’, which
was held on 2 December 2014 at RTBF in
Brussels.
Stand together,
yet not too near
together, for the
pillars of the temple
stand apart.
Gert De Meyer, North West Europe
& Nordics IT Director at The Coca-Cola
Company: “One of our major concerns is
the protection of all the consumer data
we collect, including email addresses and
bank account data.”
Olivier Paijens, Director Maintenance
and Technology Development at RTBF:
“The world has become digital and
from there comes the need for IT and
Marketing to coexist.”
CIONET Belgium EVENTS 17

The huge offering of social media tools needs to be translated into a
corporate environment.
From Enterprise 2.0 to Social
Business
The biggest challenge of social business
programs is to get the buy-in of your
employees. Letting employees use their
pattern of communication but embedding it
into the corporate culture is the way forward
for a successful implementation of social
business structures.
Markus Bentele, Corporate CIO of
Rheinmetall AG: ”It needs a very good
strategy, a thorough risk analysis, a lot
of trust and in particular knowledge of
the human nature, to implement a social
business model.”
18 EVENTS CIONET Germany

Social media vs social business
The huge offering of social media
tools and methods creates highly
individualised user scenarios, which
need to be translated into a cor-
porate environment. A person can
choose whatever social media tools
he or she wants to use. It is almost an
anarchistic world, which needs to be
transformed into a world of order and
where the need for corporate codes
of conduct has to be recognised.
Letting employees use their pattern
of communication but embedding
it into the corporate culture is one
of the key challenges for a success-
ful implementation of social busi-
ness structures. And while sharing
information in the ‘outside’ world is
the new norm, corporate rules, legal
jurisdiction and the protection of
corporate intellectual properties put
strict limitations on the intra-compa-
ny ‘share‘ button. In conclusion, while
social media and social business
seem to be very close, the structures
are very different and employees
need to be educated to understand
what is in the interest of their com-
pany and what is not.
Event host Markus Bentele, Corporate
CIO of Rheinmetall AG, along with
members of his staff, shared the
experiences of their journey ‘From
Enterprise 2.0 to Social Business‘.
What became very clear during Mr.
Bentele’s presentation was that it
needs a very good strategy, a thor-
ough risk analysis, a lot of trust and
in particular knowledge of human
nature, to be able to implement a
social business model and to achieve
substantial collaboration levels from
employees from all parts of the
organisation.
One of the key findings for German
companies was that alongside the
‘normal‘ challenges of implement-
ing a social business approach,
9+91+KOverall feedback
of the event: positive
The interactive format and the
cross-functional approach of this
event were very well received by the
participants.
91%
On 19 November 2014, the CIONET
Germany Networking Event ‘From
Enterprise 2.0 to Social Business‘ took
place in Düsseldorf at the premises
of Rheinmetall AG. One of the key
decisions CIONET Germany took for
this event was the inclusion of co-
workers of its CIO members from the
HR, Marketing, Communications and
Social Media departments of their
organisations. Instead of the clas-
sical one-to-many presentations,
there were a number of short pres-
entations, combined with interactive
sessions, ensuring that interaction
and discussion were an ever-present
feature.
The event was opened by a com-
munications specialist, who gave us
insights into how ongoing digitalisa-
tion changes the way we commu-
nicate, both as a private person and
in a business context. One of the
major changes is the free availability
of information. Traditional informa-
tion gatekeepers have vanished and
as almost every kind of information
becomes available to everybody any-
time, we have a paradigm shift in our
perception of the world. And while in
the past, wisdom was related to age,
physical seniority is no measure of
wisdom anymore. We are now living
in the brain age, your personal clock-
speed defines the level and depth of
your wisdom.
the complex legal environment in
Germany makes it extremely dif-
ficult to get your act together.
Unfortunately, the laws seem to have
been written in the era when stage
coaches where the main mode of
transportation. What made absolute
sense 100 years ago, is nowadays
completely disconnected from the
daily behaviour of digital natives and
globally connected digital businesses.
Add to that specific local labour laws,
such as the necessity to have workers
councils, which need to agree with all
parts of a social business strategy, and
you understand why social business
programs have been very difficult to
implement here.
However, the biggest challenge of
all with social business programs is
to get the buy-in of your employees.
Scores of Enterprise 2.0 programs,
which followed a top-down ap-
proach, failed. Employees need to
understand the benefits of using
internal social media tools for them-
selves as well as for their company
and they should be given choices in
terms of what they want to use. It
is all about creating awareness and
convincing by common sense, not by
management order. Concerning the
‘Your personal clock-
speed defines the
level and depth of
your wisdom.’
CIONET Germany EVENTS 19

selection of the preferred tools, it is
quite clearly much easier to convince
a current user of a certain tool or app,
to also use it at work, than to intro-
duce something completely new to
them. Build your social business tool
set based on the preferences of the
majority of your employees to ensure
smooth implementation.
Business case for social
business
One of the questions raised during
the discussion was: “Is there a busi-
ness case for social business?” The
participants had a lively discussion
about this and the consensus was:
“Yes, but in different ways.” Using so-
cial collaboration tools can benefit a
company in many ways. Just imagine
that information and thus knowledge
is not saved in a private mail account,
which cannot be accessed after the
departure of an employee, but in a
social business environment. As all
information is shared and available for
the complete team, this information
remains accessible over time, inde-
pendent of the person who provided
it. And instead of constant travel, em-
ployees start to enjoy web conferenc-
es, because this enables much faster
and agile project development, while
saving substantially on travel expenses
and, on top of this, they improve their
work-life balance. If correctly imple-
mented, this method also stimulates
employees to develop new means of
collaboration about which a manage-
ment team may never have thought.
The final verdict
The future of work is clear. Work
has to adapt to reflect the personal
preferences of employees, not as in
the past, where people had to adapt
to their work environment. While
transforming our businesses to be-
come digital, we need to enable and
support our employees to become
important stakeholders of our or-
ganisation. Social business is not only
about communication, it is about
creating an environment of shared
responsibility throughout an organi-
sation. Social business enables new
means to connect and interact and it
significantly changes the way em-
ployees cooperate. To attract and to
keep talent, the workplace of the (very
near) future therefore needs to be
part of a social business ecosystem.
‘Build your social
business tool
set based on the
preferences of your
employees.’
The interactive format and the cross-
functional approach of this event
were very well received by the par-
ticipants. The audience could not
only take a look behind the scenes
of Rheinmetall AG, but also had the
opportunity to discuss the topics with
their co-workers as well and with
stakeholders from other companies.
This event also reconfirmed CIONET
Germany’s idea to broaden the audi-
ence for its community events oc-
casionally - depending on the topic -
with different stakeholders of the new
CIO ecosystem.
Germany Networking Event ‘From
Enterprise 2.0 to Social Business‘, which
took place on 19 November 2014 in
Düsseldorf.
The biggest
challenge for social
business programs
is to get the buy-in
of your employees.
20 EVENTS CIONET Germany
Benefits of social collabo-
ration tools
Using social collaboration tools
can benefit a company in many
ways:
-- all information is shared and
available for the entire team,
-- information remains accessible
over time, independent of its
provider,
-- social collaboration tools
enable fast and agile project
development,
-- they also enable substantial
savings on travel time and
expenses,
-- social collaboration tools im-
prove the work-life balance of
employees,
-- they also stimulate employ-
ees to develop new means of
collaboration about which a
management team may never
have thought.

Ambitious public ICT
policy
The Vive Digital II Plan has
set two main objectives for
Colombia: to become a world
leader in the development of
applications for lower income
citizens; and to become the
most transparent and efficient
government in terms of ICT use.
Phase II of the Vive Digital Plan
will build upon the successes
of Phase I and Colombians will
continue to benefit from the
most ambitious public policy ever
implemented for the ICT sector.
CIONET Colombia made its official launch
to the press and members last August. It has
been a great journey since then to expand
the network and reshape the ICT sector,
with lots of support from the media and
great enthusiasm from its members. It is no
big secret that economies in Latin America
are expanding and fast growing. That is why
CIONET came in with perfect timing and
with great opportunities and challenges
ahead.
In order to have a clearer picture of
what the arrival of CIONET Colombia
means to the country, it is important
to have a look at the background.
Colombia has the third highest GDP
percentage growth in the region and
this is due to having sound economic
policies and the promotion of free
trade agreements - a constant policy
in recent years. The major rating
agencies have updated Colombia’s
government debt to an investment
grade. We have witnessed this pro-
gress in the last decade in Colombia
in particular in education and in-
frastructure. There also was a slow
progress in closing the income gap.
Colombia has managed to overcome
its violent past and is heading in a
brighter direction but it still needs a
lot of work and the correct fiscal and
economic policies to solve its remain-
ing problems such as high unemploy-
ment and the high poverty percent-
age which now stands at 30%.
Vive Digital II Plan
In addition to all this, the Colombian
Ministry of ICT launched Colombia’s
Vive Digital (Live Digital) II Plan, a
10 billion dollar nationwide effort
that has set two main objectives for
Colombia: to become a world leader
in the development of applications for
lower income citizens in order to lift
them out of poverty and improve their
quality of life; and to become the
most transparent and efficient gov-
ernment in terms of ICT use. These
objectives have been crystallised
CIONET Colombia is looking forward to achieving many great
objectives in 2015.
CIONET Colombia, a new
frontier
CIONET Colombia EVENTS 21

following the development of the
country’s industry and infrastructure
and the generation of Internet use na-
tionwide. Research shows that when
Internet use increases, poverty levels
decline and new jobs are created.
Phase II of the Vive Digital Plan will
build upon the successes of Phase
I and Colombians will continue to
benefit from the most ambitious pub-
lic policy ever implemented for the
ICT sector, which will achieve goals
such as tripling Internet connections
from 8.8 million in 2014 to 27 mil-
lion in 2018, providing Colombia with
similar levels of Internet penetration
as in countries like Belgium and Italy.
It will also boost Internet penetration
in households and small businesses
from 45 to 63 percent, and from 60 to
70 per cent respectively, double the
number of companies in the IT sec-
tor to 3,600, triple IT sector revenues
to 10.4 billion dollar and increase the
number of IT employees to 117,000
by 2018. In addition, the government
will continue subsidising low-income
families’ purchases of PCs or tablets,
and maintaining the lowest price for
PCs throughout the region. With this
is mind we can say that the ICT sector
has great opportunities for develop-
ment in the near future.
Great first year
2014 was a great first year for
CIONET Colombia, and for that it
whishes to introduce and thank
its two Business Partners - VASS
Colombia and Micro Focus. VASS
is an IT consulting firm, founded in
1999, highly specialised in new tech-
nologies and integrating products
and services with a thorough knowl-
edge and mastery of technology.
They have substantial technologi-
cal expertise in SOA, CRM, Internet,
Document Management, eBusiness,
BPM and IT Security. The VASS group
(value added solutions and services)
began its operations in the country in
2011. Micro Focus provides innova-
tive software that allows companies
to develop, test, implement, evaluate
and streamline critical business appli-
cations. Micro Focus software ena-
bles customers’ business applications
to respond rapidly to market changes
and embrace modern architectures
with reduced cost and risk. The com-
pany has over 30 years experience
with a presence in 20 countries and
more than 18,000 customers.
What’s next?
What are the main issues concerning
CIOs in Colombia and what are the
challenges for 2015? After meeting
with the Advisory Board and discuss-
ing the challenges that CIOs face
in the country, CIONET Colombia
observed that four topics frequently
came up:
-- infrastructure: such as Cloud, Big
Data and Mobility;
-- business strategy: expanding
E-commerce in the country, CIO
C-level soft skills and social media;
-- closing the talent gap: with demand
outstripping supply;
-- to map and be more productive
with the ICT resources from the
government.
Having set its objectives, CIONET
Colombia plans to take action
through key conferences, discussions
and CIONET events that are designed
to aid its CIOs in achieving their
full potential in each objective. So
CIONET Colombia can look forward
to much hard work and to achieving
many great objectives in 2015!
This article was written by Natalia Olarte,
Community Manager of CIONET Colombia.
From left to right: Dario Andres Botero Toledo, Regional Head
of Company Infrastructure at Linio; Gustavo Brieva, CIO at Cenit
Transporte y Logística de Hidrocarburos; Sonia Acuña, ICT Director
at the Federación Nacional de Cafeteros de Colombia; Fernando
Llano Camacho, CIO at AstraZeneca Colombia; Mona Biegstraaten,
President of CIONET Spain and Latin America; Alberto Pradilla,
President of the CIONET Colombia Advisory Board and Executive
Director at Colombia Digital; and Ricardo Olarte, General Director
of CIONET Colombia.
22 EVENTS CIONET Colombia

CIONET Colombia 2015
events calendar
MARCH
Annual Event ‘What’s next: Digi-
tal Leadership’
MAY
Premium Event ‘IT Talent:
Improving Soft Skills to win
C-level’
JULY
Premium Event ‘Internet of
Things’
SEPTEMBER
Premium Event ‘Infrastructure
Optimisation: Cloud, Big Data,
Mobility & Security’
NOVEMBER
Premium Event ‘Business Strat-
egy: e-Commerce & Customer
centric’
DECEMBER
Award Event ‘CIO of the year’
CIONET Colombia
Advisory Board:
Alberto Pradilla has 30 years
of experience in the IT sector.
He is President of the CIONET
Colombia Advisory Board and
Executive Director at Colombia
Digital;
María Isabel Mejía is Vice
Minister of Information,
Technologies and Communi-
cations. Her work has been
crucial for the development of
the Digital Plan for Colombia;
Guillermo Santos Calderón,
Systems Engineer from the
University of the Andes and
columnist. He was president of
the FC Millonarios football team
of Bogota and founder of the
technology magazine ‘ENTER’;
Sonia Acuña, ICT Director at
the Federación Nacional de
Cafeteros de Colombia;
Gustavo Brieva, CIO at Cenit
Transporte y Logística de
Hidrocarburos;
Jitendra Puri, CIO at Bolsa
de Valores de Colombia
(Colombian Securities
Exchange);
Roberto Puche, Vice President
Information Technology at
Telefonica Colombia;
Fernando Llano Camacho,
Computer Science Engineer,
CIO at AstraZeneca Colombia;
Patricio Melo, Vice President of
Technology and Operations at
Davivienda;
Orlando Eliecer Ibarra Campo,
Regional Director of IT and
Processes at MAPFRE LATAM
South;
William Castro Nova, CIO at
Sena (National Learning Service);
Dario Andres Botero Toledo,
Regional Head of Company
Infrastructure at Linio;
Cesar Amar F., CIO at the
National Fund Saving of
Colombia.
CIONET Colombia EVENTS 23

CIONET and the Chinese CIO Union signed
a Strategic Cooperation Agreement at the
IFIP World CIO Forum 2014. It serves as a
framework agreement and is the guidance
document for long-term cooperation
between both parties.
Strategic Cooperation Agreement serves as a framework for long-
term cooperation.
CIONET and the Chinese
CIO Union join forces
At the beginning of November CIONET
attended the IFIP World CIO Forum
2014 in China. Over 1,000 delegates
were present in Xi’an, the former capital
of the country, including 20 interna-
tional guests. Frits Bussemaker, CIONET
Partner and International Relations
Liaison, attended the Forum as Vice
Chairman of the International Steering
Committee of the WCF2014 together
with Paul Piebinga, CIO at Enexis, and
Maarten Hillenaar, former CIO of the
Dutch Government. Both Piebinga and
Hillenaar presented a keynote at the
conference.
Under the guidance of the Ministry of
Industry and Information Technology,
24 EVENTS CIONET Netherlands

the Forum was organised by a num-
ber of respected Chinese organisa-
tions including the Chinese Institute
of Electronics and the Chinese Chief
Information Officers Union. The pro-
gram covered topics such as Mobile
Computing, Big Data, Cloud and
Security and demonstrated that issues
facing CIOs are truly global.
Strategic Cooperation
Agreement
At the forum CIONET and the Chinese
Chief Information Officers Union
signed a ‘Strategic Cooperation
Agreement‘. Both organisations aim
to improve the position of the Chief
Information Officer through knowl-
edge sharing in a number of ways
including conferences, training, re-
search and publications. As the chal-
lenges of the CIO are truly global - as
the Forum made clear - and as the
CIOs of both Europe and China are
interested to know more about each
other’s experience and vision, setting
up a strategic partnership seemed an
obvious choice.
The basic principles of the Agreement
are ‘Equal, Voluntary, Mutually benefi-
cial’. It serves as a framework agree-
ment and is the guidance document
for long-term cooperation between
both parties, and also the base docu-
ment for related contracts in the
future. The Agreement was signed by
Camille Zahara, member of the man-
agement team of the Chinese Chief
Information Officers Union and Frits
Bussemaker.
‘Both organisations
aim to improve the
position of the CIO
through knowledge
sharing.’
Exceptional hospitality
The organisers of the World CIO
Forum offered exceptional hospital-
ity to their guests who were able to
experience, with great pleasure, the
local culture and cuisine. The high-
light was without any doubt the visit
to the world famous Terracotta army
just outside the city of Xi’an where the
delegation even met one of the farm-
ers who discovered the army.
This article was written by Frits Bussemaker,
CIONET Partner and International Relations
Liaison.
The Agreement was signed
by Camille Zahara, member of the
management team of the Chinese
Chief Information Officers Union and
Frits Bussemaker, CIONET International
Relations Liaison.
Over 1,000 delegates including 20
international guests were present at the
Forum in Xi’an.
Frits Bussemaker at the IFIP World CIO
Forum 2014 in the Chinese city of Xi’an.
CIONET Netherlands EVENTS 25
As CIOs’ challenges
are truly global,
setting up a
strategic partnership
was an obvious
choice.

The Grand Coalition for Digital Jobs Summit
was held on 3 October 2014 in Lisbon. It
was a one of a kind event in the history of
CIONET Portugal. The summit involved
the initiator and President of the European
Commission at that time, Mr José Manuel
Durão Barroso; the Portuguese Minister of
Economy, Mr António Pires de Lima; and Mrs
Leonor Parreira, the Portuguese Secretary of
State for Science.
Key takeaways from the CIONET Portugal Grand Coalition for Digital
Jobs Summit
Digital employment
opportunities
The event was unique as it empha-
sized the action plans that society at
large and the CIONET community can
present to develop digital employment
opportunities and to apply engaging
new models and initiatives to support
growing IT requirements.
New skills
The Grand Coalition for Digital Jobs
Summit emphasized how digital
employment is being disrupted in
every industry and how new adaptive
sourcing models, along with potential
new skills, will be required to support
business demands. Themes and topics
coming out of the event showed that
enterprises should be preparing for
new technology-driven business strat-
egies that will enable their digital trans-
formation and employment. Reskilling
remains critical, which is likely to keep
pressure on salary levels and propel
more services to be delivered from in-
creasingly diversified service providers
that support competence initiatives,
such as Cloud-based, Mobile and Data
Analytics.
Employment shifts
As we are seeing a greater emphasis
on investments in growth and innova-
tion, not all companies are prepared to
meet the demands of these new digital
requirements. But the market will con-
tinue to see employment shifts to bet-
ter-positioned companies, as well as to
the new disruptors who demonstrate
innovation and industry insights for
the digital era. These shifts may create
further asymmetries in the system. And
going further, over the next few years,
we expect to see a more pronounced
diversification of competence and
talent acquisition models, which may
lead to further industry disruption and
potentially higher network effects in a
historically non linear area of business.
Digital jobs programs
A set of initiatives was presented dur-
ing the event and compiled into a
document which has been distributed
to all stakeholders and participants
of the Grand Coalition initiative. The
year 2015 has the potential to see
another Summit with a revision of the
proposed initiatives, as well as a new
orientation into the development of
newer and more adequate digital jobs
programs.
This article is based on The CIONET
Portugal ‘Grand Coalition for Digital Jobs
Summit’, which was held on 3 October
2014.
26 EVENTS CIONET Portugal

Former President of the European
Commission, Mr José Manuel Durão
Barroso: “The European Commission has
already received more than 57 projects
since the beginning of this initiative.”
António Murta, Digital Champion
Portugal 2013: “Importing business men
or corporations is cheaper than exporting
many engineers.”
António Pires de Lima, Portuguese
Minister of Economy
Leonor Parreira, Portuguese Secretary
of State for Science
More diversification
of competence and
talent acquisition
models may lead
to further industry
disruption.
CIONET Portugal EVENTS 27

Mauro Varetti, Additive Manufacturing Area
Responsible at Avio Aero (a GE company),
and Pierluigi Tozzi, Lead Engineer Metallic-
Composite Materials at GE Oil and Gas, were
the inspired speakers for an active audience
at the ’Innovation Experience: Additive
manufacturing‘ event of CIONET Italy.
Additive manufacturing, more widely
known as 3D printing, is not just a
mere ‘recreation tool‘ for geeks, but
it will deeply change the future of
manufacturing in the next five to ten
years. In view of its possible impact on
production and society, additive man-
ufacturing has often been defined as
the ‘fourth industrial revolution‘. Since
one professional 3D printer can be
considered as a full operating factory,
plants would be potentially smaller
in size and could operate closer to
towns, enabling a ‘back to the city‘
phenomenon. Machines would not
only be closer to workers, but it
would also be possible to set them in
motion remotely. The need for a new,
highly specialised workforce would
arise, creating new jobs in a saturated
market such as the Old Continent,
and 3D printing would also reduce
the need for companies to move their
plants to locations where the cost of
labour is significantly lower.
Mauro Varetti, Additive Manufacturing
Area Responsible at Avio Aero.
Pierluigi Tozzi, Lead Engineer Metallic-
Composite Materials at GE Oil and Gas.
The so-called 4th Industrial Revolution is only five to ten years ahead
of us.
Additive Manufacturing, the
future of production
28 EVENTS CIONET Italy

‘3D printing would
reduce the need for
companies to move
their plants to low-
cost locations.’
Economically convenient
There are many advantages for ‘going
additive‘. Firstly, additive manufactur-
ing is eco-friendly and economically
convenient, because professional 3D
printers need less materials, energy
and space than traditional production
plants to operate, and they also cre-
ate less waste. Secondly, 3D printing
technologies could potentially elimi-
nate the necessity for economies of
scale, costly prototypes or replace-
ments and the risk of overproduction.
Additive manufacturing enables the
production of one single object from
a project or design, and it is also pos-
sible to print one item all at once from
the beginning to the end, whereas a
traditional production method needs
more steps. In a few words, with the
additive manufacturing technologies
the unit price for producing highly
complex products remains constant.
IT challenges
Of course, all that glitters is not gold:
for simple objects, traditional produc-
tion methods are still the best, and
current professional 3D printers are
confined to the production of metal
and plastic parts. Additionally, there
are currently many challenges from
an IT point of view. 3D print projects,
for instance, need to be optimised
and integrated with other software
before they can be implemented in
the production process, and there
is the need to create new dedicated
software. More issues are arising with
regard to data management and data
protection, especially for patents on
projects and user manuals, in an era
where corporate information is often
under threat.
Nevertheless, for many companies
additive manufacturing is already a
common reality for the creation of
prototypes, and just like for many
other technologies, the overall ben-
efits and improvements will probably
overcome obstacles and threats.
This article is based on the CIONET Italy
event ’Innovation Experience: Additive
manufacturing’, which was held on 17
November 2014.
Round table at he CIONET Italy event
on additive manufacturing.
New issues are
arising with
regard to data
management and
data protection of
3D print projects.
CIONET Italy EVENTS 29

Over 100 leading Belgian IT decision makers
dealing with the challenges of the digital
tsunami attended CIONET Belgium’s Annual
Event. They got inspiration from a TEDx
style program with quite some provocative
thinkers.
How to deal with the challenges and uncertainties of the digital world?
The digital revolution
The event was moderated by televi-
sion journalist Christophe Deborsu.
The first speaker, Professor Bram
Vanderborght from the VUB (Brussels
University), a worldwide renowned
thinker in the field of robotics, ex-
plained: “Many people are afraid of
robots because they may replace our
employment. According to an Oxford
study robots and PCs will even take
over 47% of our jobs. So maybe they
are a curse. But I think that if we take
it on well, robots can be a bless-
ing. Think about the rising health
care costs in our aging society. Here
robots can have a positive impact.
Other examples are driverless cars
solving mobility issues or the use of
drones in the logistics sector.”
Werner Jacobs CIO and CFO at De
Lijn confirmed that the use of auton-
omous cars can solve many mobility
issues. “Cars are only being used for
3% of the time. Car sharing would
be a more efficient way to provide
mobility. A driverless car would come
to you whenever you need it and
drive to another user when you don’t.
Such an intelligent system has many
advantages: lower costs thanks to
shared ownership, less car produc-
tion - thus less use of resources, less
accidents, less traffic jams, etc. As a
public transport company we are also
planning experiments with driver-
less cars. In a further future we could
even imagine a market of 2 million
interconnected cars managed by De
Lijn.”
Digital strategy
Around 2010, Herman De Prins, CIO
of UCB, realised that as digital tech-
nologies transform entire businesses,
the way IT was organised had to
change. So he developed the pro-
gram ‘Bringing IT to life at UCB’. His
department hired new talents with
more international profiles, the focus
was moved to the core business and
resources for innovation were found.
Nowadays IT is leading with digital
technology. The number of FTEs
Laura Koetzle, Vice President and Group
Director at Forrester: “Be aware that sooner
or later you will have an information
security incident. It’s inevitable, so you have
to have a plan for failure.”
Penny Power OBE, CEO and founder of
the The Business Café: “Young IT talents
won’t come to your company if it isn’t
connected with the social media.”
30 EVENTS CIONET Belgium

remained stable but over 60% of the
roles and profiles changed significant-
ly. “Digital has the potential to disrupt
business models. That is why every
company should have its own digital
strategy”, he concluded.
Joachim De Vos, CEO of Tomorrow
Group, provided more insights into
strategies dealing with uncertainties
of the future. “There is a tsunami of
innovations going on, leading to a
new ecosystem in which our com-
panies need to operate. How do we
address the uncertainties ahead of
us?” De Vos had an answer: “Get the
outside in.” He said this referring to
the TomorrowLab OiSP (Outside-in
Scenario Planning) model. It takes
into account the evolving contextual
environment (technology, macro-
economics, international finance,
demographics, etc.) as well as the
changing transactional environment
(competitors, regulators, suppliers,
clients, etc.).
Strategic issues
One of the most important strate-
gic issues is the information security
strategy. Laura Koetzle, Vice President
and Group Director at Forrester: “Keep
in mind the Targeted-Attack Hierarchy
of Needs: look at the fundamental
security issues before addressing the
more advanced stuff. Begin by ask-
ing a lot of stupid questions. And be
aware that sooner or later you will
have an information security incident.
It’s inevitable, so you have to have a
plan for failure. You have to be pre-
pared and know what to do when it
happens. When an incident occurs
you should put your customers first,
not your company. Communicate
honestly and quickly. In the long run
that will be better. And, instead of first
trying to find out whose fault it was,
repair the damage immediately.”
What are the strategic issues of start-
ups? Bruno Lowagie, founder and
CEO of iText, a fast-growing start-up
specialising in programmable PDF
software: ”When you start up a new
business, one of the most important
decisions you will face is: should you
do it alone or bring in co-founders,
hires, and investors? In the beginning,
my wife and I controlled everything
ourselves and we were self-funded.
A few years ago we hired a person to
lead the company together with us
and last year we doubled our staff. We
learned that if you want to grow fast
you have to take wealth decisions.
But if you want to be ‘king’ of your
company, you have to take control
decisions.”
Digital skills
Alexander Riedl, Deputy Head of Unit
at the European Commission, DG
Connect: “If no decisive action is tak-
en there will be an estimated 825,000
unfilled vacancies for ICT experts in
the EU by 2020.” That is why the EC
launched the Grand Coalition for
Digital Jobs. It brought together many
partners from education, business and
the public sector. Today there are over
10 national and regional coalitions
supporting this initiative. “The Digital
Agenda is about giving the possi-
bilities of digital technology to every
European, to every company but also
to public administrations.”
Martine Tempels, Senior Vice
President at Telenet for Business,
is President of the STEM Platform,
the advisory group for the Flemish
Government steering committee
to improve the education of sci-
ence, technology, engineering and
mathematics (STEM). The platform
formulated several advices, such as
having more female students or more
students with an immigration back-
ground in the STEM disciplines. She
made a passionate plea to the audi-
ence to become technology coaches,
spending a few hours of their time in
the schools.
Penny Power OBE, CEO and founder
of the The Business Café: “Young IT
talents won’t come to your company
if it isn’t connected. Moreover, by
being connected with social media,
innovation happens. That’s why it is of
a critical nature that CIOs get embed-
ded in the social conversation. They
have to understand the social media
culture and become social CIOs.
We also need to involve the whole
organisation into becoming a social
organisation. This requires a culture
shift and digital skills programs across
all departments.”
Digital Agenda
Alexander De Croo, Belgian Deputy
Prime Minister in charge of the Digital
Agenda, provided an intriguing view
on the opportunities for digitisation
in Belgium and explained his plans
on how to benefit from them: ”The
Digital Agenda is about an economic
opportunity, a source of new jobs,
growth and prosperity.” (Read the full
speech in the CIONET+ app on iPad)
Belgium Annual Event ‘What’s Next 2015’,
which took place on 27 January at Living
Tomorrow in Vilvoorde.
Alexander De Croo, Belgian Deputy
Prime Minister in charge of the Digital
Agenda: ”The Digital Agenda is about an
economic opportunity, a source of new
jobs, growth and prosperity.”
CIONET Belgium EVENTS 31

The Digital Lëtzebuerg strategy is an initiative
that was launched by the government last
fall. The idea is for the Grand Duchy to
evolve into a society and an economy that
make the most out of the opportunities that
digital intelligence and new technologies
represent.
Luxembourg wants to make the most of opportunities coming from
new technologies.
Becoming a Smart Nation
32 THE NEXT CIO CIONET Luxembourg
The development
of telecom
infrastructures is
the sine qua non
condition for the
growth of a digital
Luxembourg.
Prime Minister Xavier Bettel and
Anne-Catherine Ries, Coordinator of
Digital Lëtzebuerg, explain the objec-
tives of this initiative.
Could you sum up for us the main
steps and objectives of the Digital
Lëtzebuerg strategy?
Xavier Bettel: “For the past fifteen
years, the IT sector in Luxembourg
has been experiencing a strong boost.
We have seen important develop-
ments in e-commerce, digital con-
tent, Cloud Computing, Big Data and
also in electronic payments. A lot of
effort and investments have been
made in terms of large communica-
tion infrastructures, which is exactly
what we need if we want to have a
country that is a leader in informa-
tion technology. We now need to
strengthen and consolidate the posi-
tion of Luxembourg with regards to
new technologies. This means that
we have to work on offering services
and concrete applications that are
based on digital technologies and that
can benefit companies and citizens.”
What objectives does the Digital
Lëtzebuerg strategy have?
Bettel: “First of all, the Digital
Lëtzebuerg strategy aims at demon-
strating strong political will. We want
to further develop a sector of our
economy that is already growing, and
make the most of opportunities that
come from using new technologies.
We need to implement this strategy
in all the social and economic sectors
of the country. The initiative aims at
creating a general dynamic to mod-
ernise the country through the use of
these technologies. More concretely,
we have to identify the specific chal-
lenges of a digital society and the
questions that need to be answered.
We have to find the means to ad-
dress them in a transversal manner, by
leaving behind our partitioned think-
ing and our usual specialisations. Our
mission, in the end, is to make a Smart

Nation out of Luxembourg, to give it
a face that is resolutely new to this
country, and to make it a place where
people like to live and work.”
What does the IT sector represent for
the country in economic terms?
Anne-Catherine Ries: “According to
ICT Luxembourg, the sector repre-
sents 6.6% of the GDP and amounts
to 15,500 employees in Luxembourg.
However, through Digital Lëtzebuerg
we plan to create digital opportunities
outside of the IT sector. IT should not
only be a sector in itself, but a hori-
zontal vector of efficiency and inno-
vation for all socio-economic aspects
of our lives. Everyone should be able
to enjoy the opportunities provided by
a digital society, whether they work in
the financial sector, logistics, biotech,
ecotech, the traditional industries or
in creative industries. A digital econ-
omy must help improve access to
knowledge, to health systems, opti-
mise the services to citizens, etc.”
Transversality
The digital evolution and the emer-
gence of Smart Nation and Smart
Cities require that we always think in
a horizontal manner. How can we ap-
prehend this notion of transversality?
Bettel: “Today, we need to be think-
ing more transversally. The Digital
Lëtzebuerg initiative should not
focus on everything or attempt to
solve everything. A lot of initiatives
are being launched and have not
waited for this initiative to start. For
us, it’s about showing ambition, with
a common project, by bringing peo-
ple together and mobilising strengths
around this project. We want to use
this initiative to go forward with issues
that would otherwise stagnate if we
were not working on them transver-
sally. For administrations, we need
to address issues that go beyond our
vertical responsibilities as they are
currently defined. There are trans-
versal issues that come up regularly,
but that do not fall under a specific
Minister’s sphere of competence.
This means that these issues are not
addressed as they should be. We need
to find new economic opportunities
by uniting all our strengths. We need
to think in terms of fintech, biotech,
etc. The idea is to remove the walls
between departments so we can
seize new opportunities.”
Concretely, how are you going to
implement the strategy you have
presented?
Ries: “Currently we are mapping the
various initiatives that exist, be they
private or public, to bring together
the various pieces of a same puzzle
that helps us modernise the country.
We want to bring them to the sur-
face so that we can maybe develop
synergies. We have a responsibility to
identify abandoned projects that can
perhaps be revived. These projects
Xavier Bettel, Prime Minister of
Luxembourg: “The Digital Lëtzebuerg
strategy aims at creating a general
dynamic to modernise the country
through the use of new technologies.”
93+7The IT sector represents
6.6% of the GDP and
amounts to 15,500
employees in Luxembourg.
6.6%
CIONET Luxembourg THE NEXT CIO 33
will be worked on in different working
groups.”
What are the main priorities?
Ries: “Amongst the priorities already
identified, is the development of
telecom infrastructures. It’s the sine
qua non condition for the growth of a
digital Luxembourg. There is also the
support of innovation and the access
to funding for start-ups, the innova-
tion in services for the financial sector
(fintech), the development of digital
competencies (e-skills), the imple-
mentation of an electronic administra-
tion, and Open Data. To this we can
add the promotion of Luxembourg’s
assets abroad. In parallel with this
strategy we can also address specific
issues from time to time.”

How to do you hope that the eco-
nomic players can become involved?
Bettel: Digital Lëtzebuerg is not a

top-down strategy imposed by the
government. Rather, it aims at creat-
ing a global modernisation movement
based on a collective effort. I can see
that a lot of players have already ex-
pressed the will to be associated with
the initiative. I’m happy to see people
becoming committed!”
Competencies
What are the needs in terms of
competencies?
Bettel: “Competencies are indeed the
decisive factor in the development of
a sector. Companies go where they
can find the talents. We will need to
work on two fronts at the same time.
First, we have to improve the digital
competencies of the Luxembourg
workforce through a series of initia-
tives: raising awareness about jobs in
IT during the Student Fair; encourag-
ing the use of new technologies from
a very early age; improving the of-
fering of lifelong training and retrain-
ing; and improving the framework
of internships. This is a task that will
require long-term dedication. In the
short term, to address the urgent
recruitment needs for our industry, we
have to work on improving the at-
tractiveness of the Grand Duchy for a
qualified workforce. For that we have
to make a transversal effort. Thus we
need to work on topics as various as
reviewing our migration and fiscal laws
for expats, nation branding, the quality
of our transport, housing, as well as
cultural and educational infrastruc-
tures, making Luxembourg a country
where people like to live.”
CIONET Luxembourg 2015 agenda aligned with Digital
Lëtzebuerg.
On Wednesday 17 December,
Pascal Lanser, the CIONET
Luxembourg Country Leader,
presented the 2015 program to the
Luxembourg CIOs. The community
will work alongside the themes
developed in the Digital Lëtzebuerg
project of Prime Minister Xavier
Bettel. Consequently, the Advisory
Board of CIONET Luxembourg
has chosen these major topics of
interest:
-- The value of IT
-- e-Skills
-- Agilty & Flexibility
-- Fintech
The Luxembourg CIOs will join
Special Interest Groups around
these themes. Articulating the
CIONET International network will
be a key success factor.
At the event, Nuno Miller,
Managing Director and CTO of
Videdressing, and European CIO of
the Year 2014, stated: “The future
is upon us, and it is going to be
disruptive and digital. On the one
hand disruptive because we are in-
creasingly looking for new ways to
better serve our clients. And on the
other hand digital, simply because
more and more pertinent data is
available and this of course fosters
our way of doing things.”
Pascal Lanser concluded: “Let us all
share these action points together.
Experience is important and your
contribution is vital.”
Nuno Miller, Managing Director and
CTO of Videdressing, is the European
CIO of the Year 2014 - Technology
Driven.
34 THE NEXT CIO CIONET Luxembourg
‘IT should not only be
a sector in itself, but
a horizontal vector
of efficiency and
innovation.’

This article was written by Jorge M.
Vieira Jordão, Corporate Affairs Director at
Jerónimo Martins and CIONET Portugal AB
Member.
In today´s organisations IT is undoubtedly
instrumental in moving from efficiency and
productivity gains towards value creation, thus
creating a growing need for a specific focus
on IT governance.
In fact, the pervasive use of technol-
ogy tends to create a critical depend-
ency on IT, not just to attain higher
productivity levels but also to radically
differentiate products or services. This
means that Boards of Directors now
perfectly understand the strategic
importance of IT and have decided
to include IT governance in their
agendas.
While in the past, governance issues
were mainly focused on the need
for transparency in the domain of
enterprise risks and the protection of
shareholder value, today the emphasis
is on the need to ensure that expecta-
tions of IT are being met and that the
corresponding risks are either avoided
or carefully mitigated.
According to the IT Governance
Institute’s publication ‘Board Briefing
on IT Governance, 2nd Edition’, a
framework for IT governance should
integrate strategic alignment, value
delivery, resources management,
risk management and performance
measures.
However, the implementation of fair
and sound IT governance is not that
complicated, bearing in mind that we
should not ‘reinvent the wheel’ and
can start by choosing among several
distinct IT governance frameworks that
are widely recognised in the industry.
Their features are as follows:
-- COBIT: integrates technology while
implementing controls and meeting
specific business objectives;
-- ITIL: covering eight sets of manage-
ment procedures, it aims at control-
ling operations;
-- COSO: not IT-specific. COSO’s
guidelines address many functions
such as HRM, inbound and out-
bound logistics, external resources,
IT, risk, legal affairs, marketing and
sales, operations, finance, etc.;
-- CMMI: particularly recommended to
organisations focusing on applica-
tion development and dealing with
life cycle issues and the subsequent
delivery of products throughout the
life cycle. CMMI adopts a process
improvement approach that con-
tains 22 process areas.
IT governance is gaining in importance on Boards of Directors’
agendas.
Aligning IT governance with
business
CIONET Portugal THE NEXT CIO 35
Combining frameworks
Combining frameworks can also make
sense as we may be able to capitalise
on their distinct features addressing
different domains in our companies.
For instance, we can use COBIT as an
overall framework, ITIL for the opera-
tions, CMMI for application develop-
ment and ISO 17779 for security. Then
a special attention should be given
to the corporate culture fit, ensuring
the stakeholders are familiar with the
chosen ‘IT governance framework’.
What we must really avoid is IT being
perceived as a cost center with project
overruns and unable to generate real
value in the eyes of our stakeholders…

Information technology
is playing a major role
in pharma changes,
supporting business
efficiency, compliance,
new commercial
strategies and more agile
and responsive R&D.
The European pharmaceutical in-
dustry has been facing important
changes driven by price pressure and
reimbursement policies, access re-
strictions to healthcare organisations
and professionals, demand for more
evidence of value for the approval
of new medicines and the increas-
ing regulatory complexity. On top of
this, additional stakeholders, such as
patients are becoming an increasingly
determining factor as they claim a role
for themselves in the decision-making
process.
Information technology is playing a
major role in this change, supporting
business efficiency, compliance, new
commercial strategies and more agile
and responsive R&D. However, despite
the fact that the pharmaceutical in-
dustry has traditionally been strong on
technology, the new requirements and
new opportunities demand a transfor-
mation that requires new IT strategies
and skills.
What are the key technologies for pharmaceuticals over the coming
years?
Pharma’s IT transformation
36 THE NEXT CIO CIONET Portugal
This article was written by Rui Rodrigues,
Information Systems Director at Bial.
cycle, enriching the knowledge about
healthcare professionals and their
needs.
The potential growth of multiple data
sets, based on these technologies to-
gether with the social media and data
marketplaces, and powered by cloud
analytics, can deliver more and better
insights from data enabling targeted
commercial and product development
decisions.
So, a balance between these opportu-
nities and known regulatory and other
constraints is the real challenge for
the coming years. It will be interest-
ing to follow this transformation and
evaluate the actual results in the near
future.
Within this context, several technolo-
gies are or can be key over the coming
years. Cloud services enable agility and
innovation while keeping the focus
on quality, compliance and exist-
ing services. This is a path for growth
with controlled costs and manageable
resources, enabling smaller companies
to compete. These services simplify the
delivery of compliant platforms for ex-
ternal collaboration and heterogeneous
remote teams, enhancing the integra-
tion and collection of new data sets.
Digital platforms enhance interactions
with the patients, providing new ser-
vices for better health, while collecting
more information to be used later in
further development and commer-
cialisation activities. As patients are en-
gaged in multiple platforms and apps,
more data sets are obtained, increas-
ing the overall available knowledge for
all stakeholders.
Multi-channel marketing
While traditional commercial strate-
gies decrease effectiveness and ac-
ceptance, multi-channel closed loop
marketing emerges as a way to use all
the available communication channels
to reach healthcare professionals and
organisations in a more engaging and
compelling manner. This approach
responds to different generations and
styles and provides real-time targeted
communication while collecting
important information to feed the

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With the Digital Transition taking place in
today’s society we all know that there isn’t
an organisation that is not effected by IT.
Indeed, IT is in your operations, your sales
and marketing and, increasingly more, IT is
your business. But is IT in the boardroom?
IT is a critical infrastructure that
has impact on the (financial) stabil-
ity and strategy of the organisation.
However, various studies (e.g. by
KPMG Netherlands) have indicated
that there is still a lack of interest and
understanding of IT at board level.
The boardroom agenda most often
deals with a traditional agenda and
board members often have a compli-
ant financial or economic background.
However, the impact on stability and
strategy makes IT a boardroom is-
sue. The risks and benefits IT brings
should be on any board’s agenda.
This requirement thus needs to be
addressed. The conventional way to
bring IT into the boardroom is to offer
current board members a (basic) train-
ing in IT. Unfortunately, we have seen
only limited interest and results so far.
Different approach
CIONET in the Netherlands has cho-
sen to take a different approach.
Instead of trying to train current
board members in the fast world of IT,
CIONET has developed a dedicated
executive program for CIOs and other
IT executives on the workings of a
boardroom. During four Friday after-
noons spread over a six-month period,
CIOs will gain an insight into issues
such as governance and responsi-
bilities, along with the requirements,
dilemmas or pitfalls when accepting
a board member role. On top of this,
personal leadership and the group
dynamics of a board are covered. The
program is presented by top experts
and offers delegates the opportunity
to exchange experiences with sea-
soned board members. It will prepare
them for a future boardroom position
and will offer a networking facility.
In November 2014 the first group of
20 Dutch executives started with an
introduction to the governance of a
board. And the afternoon fully met
their expectations. Delegate Hessel
Dikkers, CIO of the Dutch Railways: “I
observe that IT is increasingly deter-
mining the success of an organisa-
tion. So, it is of great importance that
knowledge of IT is brought into the
Many CIOs develop management skills ideally suited for the
boardroom.
Digital on board
boardroom. This program offers a
unique possibility for senior IT execu-
tives to gain insight into the work-
ings of a board.” Marcel Krom, CIO of
PostNL, and Edwin Erckens, CIO of
Teva Pharmaceuticals Europe, praised
the speakers, the discussions and
interaction, and the practical tips.
Demand for IT background
For this program, CIONET has
teamed with Hemingway Professional
Governance and the Duisenberg
School of Finance which provide
the expert speakers. Maarten den
Ottolander, Partner at Hemingway,
sees an increase in demand for board
members with an IT background over
the next couple of years, and states:
“When we now propose a candidate
for a board position, it is often the one
with an IT background who gets the
position.”
38 THE NEXT CIO CIONET Netherlands

In November 2014 the first group of 20
Dutch executives started with an introduc-
tion to the governance of a board. From
left to right: Maarten den Ottolander,
Partner at Hemingway; Mark Haaksman,
Partner at Clockwork; Art de Blaauw,
IT-Strategist at VMWare; Wendy Kloeg-
Laeven, Sector Manager ICT & Facility
Management at Dunea; Ton Arrachart, CIO
at van Oord; Edwin Erckens, CIO at Teva
Pharmaceuticals Europe; Marjolein Smeets,
ICT Director of Luchtverkeersleiding
Nederland; Anneke Burger-Tebbens
Torringa, Central Information Manager
(CIM) at AFM (Autoriteit Financiële
Markten); Frits Bussemaker, Partner
at CIONET; Arjan van Dijk, CIO of
Stadgenoot; Evert Schaap, owner of
YourS; Richard Oerlemans, CIO of VU
Universiteit; José de Leeuwe, ICT Manager
at Amsterdamse Hogeschool voor de
Kunsten; Hendrik-Jan Smaal, CIO at
Heijmans; Brendan Bank, CIO at Booking.
com; Henk Grevelman, Program Director
at Achmea; Hans Timmerman, CTO of
EMC Netherlands; Hessel Dikkers, CIO at
Dutch Railways; Axel van Lamsweerde,
Head of ICT at AFM (Autoriteit Financiële
Markten); Svenja de Vos, CIO at Tele2;
Teun van der Vorm, Director ICT at ANWB;
and Marcel Krom, CIO at PostNL.
The program has already had a lot
of positive attention and CIONET
Netherlands expects to be able to start
with a new group of IT executives in
the spring of 2015. Potential delegates
will be screened on their experience
with working in large complex organi-
sations, having end responsibilities,
social skills and the ability to transfer
knowledge.
According to Frits Bussemaker,
CIONET Partner and responsible for
the program, most CIONET members
are used to working in the fast chang-
ing and complex environment of IT
and thus have developed manage-
ment skills ideally suited to bringing
‘digital on board’.
For more information go to:
http://hemingway-pg.nl
http://www.dsf.nl
Often it is the
candidate with an
IT background who
now gets the board
position.
CIONET Netherlands THE NEXT CIO 39

As CIOs, we must keep a clear view on the
messages of cloud solutions suppliers and
first assess the use of cloud by answering a
number of basic questions.
Nowadays there is a power strug-
gle going on between the large
technology corporations to achieve
critical mass in their particular cloud
model. They are seeking to generate
trends and de facto standards. They
are investing a lot of money and the
massive adoption of a service will
mean the demise of their most direct
competitors.
Changing rules
We are speaking of global solutions,
and any major change in the balance
of suppliers could affect all the rules
for buyers. The marketing message of
all these companies is: “Unbelievable!
How can you exist without cloud in
2015?”
However, from the standpoint of our
CIO function, we must keep a clear
view on these messages and assess
the use of cloud by answering the fol-
lowing questions: “Which tool or tools
should I use to meet the demands
of customers and employees of my
company?” and “Why should I use it?”
The first question aims to combine the
four fronts that are currently on the
agenda of most CIOs in one way or
another:
-- immediacy: how to meet business
needs in time and form;
-- ubiquity: how to maximise the
productivity of employees wherever
they are;
-- omnichannel: how to reach and
retain customers;
-- innovation: how to create and
adapt processes to the changing
reality.
The ‘Why?’ question is to assess
the risks, opportunities and costs of
solutions to be deployed across the
company. It is not always convenient,
but this question helps to increase our
economies of scale, using the same
tools for different tasks.
The answers will change
If the answer to these questions leads
us to take on cloud solutions, then it
is time to take the step! Otherwise…
there is no problem: the growing
maturity of this model will enable
new approaches that will change the
answers to our questions in the near
future.
Cloud solutions suppliers are trying to generate de facto standards.
Do I need to be in the cloud?
40 CIO VISION CIONET Spain
This article was written by José María
Gallo, IT Manager at AC Hotels.
Corporate Strategist
In any case we must keep in mind that
sooner or later the cloud will move
the value of the CIO from technology
to business strategy (if your business
needs haven´t done that already). It is
therefore necessary to evolve towards
a more global function if possible,
positioning our role as a Corporate
Strategist and a Digital Visionary for
relationships with our customers.
If you would like to know more about
the most important variables (CAPEX,
OPEX, hidden costs, type of cloud to
choose, risks, etc.), in order to take
the decision to jump to the cloud, we
invite you to read the full article in the
iPad version of this magazine in the
CIONET+ app.

The modern CIO strongly and
unambiguously represents the customer’s
point of view and understands his needs.
The word ‘customer’ does not mean
just an internal customer. I work in an
international organisation which em-
ploys 200,000 people in various coun-
tries. It is necessary to try to tackle the
problems arising from the concept
of ‘internal and external client’. We
create formulas: B2B, B2C, but where
is ‘Human2Human’? The modern CIO
should eliminate the concept of an in-
ternal customer, because there is only
one kind of customer. The one who
buys our products and services. The
artificial division of clients into external
and internal varieties was and still is a
nightmare for many organisations.
Ideal environment
What is the ideal environment for the
modern CIO? It is an environment
where the client is at the centre of
attention. IT does not depend on any
particular department of the com-
pany. It works according to the idea of
multidimensional relationships and it is
an integral element of the company’s
general strategy. Within this context
the CIO has no department, budget
or projects. The concept of IT projects
does not make sense any more. These
projects are not carried out per se,
but in the context of what the cus-
tomer needs. We satisfy the needs of
different departments while focusing
on our company’s business offering.
The modern CIO
What is important for the modern
CIO in order to create as much value
as possible for the customer and the
organisation he is working for?
It is often said that the biggest as-
set of a company is its people. In my
opinion, only the best people con-
stitute this asset. We should try to
ensure that we have the best people
in all our teams, not just in our own
departments.
Agile solution providers are also
important. We should choose as
partners the companies which have
‘corporate rigour’ and ‘garage vigour’.
How important is a budget? It is sim-
ply a projection of costs needed for
the execution of a particular task at a
given time. There is no need to plan
budget lines a priori and repeat them
year after year. The budget should be
systematically verified.
Don’t forget benefits management.
Every project must make sense from
a business standpoint. We need to
This article was written by Jaromir
Pelczarski, Vice President of BNP Paribas
Poland and President of the CIONET
Poland Advisory Board.
discuss it with the business and jointly
determine our targets. We should
benefit from our experiences and
keep in mind the customer needs.
Finally, we need social networks-
aware executive boards. They must
be aware of new needs of the new
generation which is entering the
labour market. Social media are es-
sential in this context. Boards need
to adjust to this new reality, where a
rigid hierarchy does not work.
‘The modern CIO
should eliminate
the concept of an
internal customer.’
The abbreviation ‘CIO’ should nowadays stand for ’Customer Is
Obligatory‘.
The customer-focused CIO
CIONET Poland CIO VISION 41

CNM17_web - CIONET Magazine, Marzo 2015

CNM17_web - CIONET Magazine, Marzo 2015

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