Evanta UK CIO Executive Summit

1. by CIOs, for CIOs™
CIO Snapshot
Insights from the UK
CIO Executive Summit
Dear Colleague,
On behalf of the Governing Body, thank
you for coming to our UK CIO Executive
Summit! It was inspiring spending time with
such an esteemed and influential group of
peers, gaining valuable insights and hearing
real-world solutions.
Inside this complimentary report, you’ll find
top takeaways from our keynotes, featured
sessions and boardrooms, giving you
actionable learnings to take back to your
organisation. You’ll also find information about
the companies and executives who attended.
We look forward to connecting with you again
at upcoming gatherings this year and at the
UK CIO Executive Summit in 2019.
Thank you again for being part of this event
and for your continued commitment to
our community.
Sincerely,
Your 2018 Governing Body Chairs

2. Your 2018 Governing Body Chairs
Brendan O’Rourke
CIO
Telefónica UK
Craig Walker
VP & CIO
Shell Downstream
Stuart Hughes
Group CIO
JCB
David Germain
Group Chief Information &
Technology Officer
RSA Insurance Group

3. Keynote Highlights
Opening Keynote
Step Beyond Your Limits
Chris Moon, Author, “One Step Beyond”
• Life is a gift we can sometimes take for granted.
We should be thankful, generous, generate
enthusiasm and spread sunshine and kindness
where we can.
• To achieve our true potential in challenging
situations, never assume the role of victim. Take
ownership and be flexible and adaptable.
• The price of negativity is too high to pay, but
blind positivity is one step away from delusion.
Start with realism, then focus on the positives and
choose an imaginative, problem-solving attitude.
Closing Keynote
Embracing Change and Choosing the Future
Jared Carstensen, CISO, CRH plc
Brendan O’Rourke, CIO, Telefónica UK
Louise McCarthy, Former COO - CIO Global Digital
Transformation, HSBC
Nadine Thomson, Director of Technology,
Condé Nast
Graeme Hackland, Chief Information Officer,
Williams F1, Moderator
• The CIO role as it stands will not exist in 10 years.
It’s shifting to a more strategic, business planning
role. Integrating business and tech strategy will
have the biggest impact on our role. IT is the
business, not just the technology department.
• IT remains relevant to the business by embracing
shadow IT, becoming more accessible and being a
team sport. Technology can’t replace people and a
business understanding, so we have to understand
commercial and business aspects (partnering with
marketing, etc.).
• IT and security in particular have the reputation as
“the no people.” If your security people are seen
that way, it’s time to find security personnel who
clear roadblocks instead.
Often the biggest limits
in life are those we
impose on ourselves
without even realising it.
Chris Moon, Author, “One Step Beyond”
“
”

4. From the Boardroom
Making the Most of Your
Board Pitch
• The board is focused on cost, returns and
risk, so translate IT into a business context.
Tip: If you didn’t want the credit or have
any ego, what would you say?
• Try not to be the IT guy. Talk about
technology as an enabler rather than
just asking for a budget. Leave that
to departmental teams. Never share
numbers! Let the CFO do that, and make
sure he/she is behind you.
• A board meeting should be a culmination
of conversations you’ve already had.
Talk to people one-on-one before the
meeting happens, so they feel informed.
Understand each of your stakeholders as
an individual partner.
Cultivating a Diverse Workforce for
Today and Tomorrow
• Candidates should be 50/50 men and
women — then hire the best. Make sure
you’re getting the most diverse pipeline
of candidates. Remember that diversity
is more than gender it’s age, disabilities,
race, etc.
• Look at the demographic of the country
or the area. We need more diversity than
just university graduates. We need to be
open to inner city kids, etc. We should also
look at the aging workforce and give them
the opportunity to reinvent themselves
and deliver value.
• Leaders at all levels should let diverse
teams self-organise and lead different
projects. Give teams challenges, then step
aside as a manager. Empower them to
find their own solutions. Diversity can be a
factor in retention, not just recruitment.
Managing the Web of Data
Protection and Global Regulation
• Many business units saw GDPR
compliance as a simple “flip of a security
switch.” They were unaware of the
complexities of finding and securing
data and determining what protection
was/is needed.
• Success throughout the GDPR journey
is better achieved when there is
executive involvement.
• The first GDPR “failure” that goes to court
is of interest. How will the case be built?
What evidence will be used? The first case
will help organisations understand what’s
being defined as a GDPR breach.
Sponsored by:
Improving IT Clock Speed and
Shortening Time-to-Value
• It’s critical to manage the four pillars of
digital transformation holistically: Portfolio,
People, Process and Platform. While all
four are highly relevant, probably 85%
of your energy should be spent on the
People aspect. Driving cultural change is
the major challenge.
• Focusing on market value in prioritizing
the portfolio of digital initiatives is
essential, but proactively managing risk
from a security, legislative and business
perspective is equally important.
• IT should earn a seat at the board table.
Sponsored by:
Data as an Enabler of
Cloud Strategy
• The key drivers for cloud adoption are
speed, agility, cost and focus on business
outcomes rather than infrastructure and
flexibility. It cannot be just an IT play.
• Key challenges are moving data to and
from the cloud, controlling exponential
storage costs in the cloud and lack of
education about risks.
• The IT director’s future role will be as the
custodian of data, so don’t hang onto
the infrastructure!
Sponsored by:
The Business Possibility
of Blockchain
• Blockchain can have a significant
impact on how companies operate and
collaborate, and how information is shared
across various stakeholders.
• IT should build awareness of blockchain
technology and its potential impact jointly
with the business and its functions.
• Identify potential use cases for blockchain
and launch proof of concept to better
understand the capabilities and limitations
of various blockchain technologies.
Sponsored by:

5. Breakout Highlights
A Ruthless Focus on Business Outcomes
Craig Walker, VP & CIO, Shell Downstream
• The accelerating rate of change is driven by rapid
technology advancement. CIOs used to make
decisions that wouldn’t be proved wrong for five
years. Now they can be proved wrong in five months.
Back then, these mistakes only cost money — now
they can mean the end of a company.
• Create a secure service by scaling these elements
at speed: Deliver IT successfully, use technology to
stay relevant, and continually convert products into
services.
• As a CIO, you must be a challenger and orchestrator
of business success. Measure the business outcome
of your efforts, and take your place as an important
contributor on your executive team.
Journey to the Innovation Mindset
Dan Fiehn, Group CIO, Markerstudy
• Adversity: If you overcome it, greatness will follow.
• Leadership is about making tough decisions.
• Build an army, and stop doing all the heavy lifting.
• Learn to let go. It’s OK to ask for help.
The Future Belongs to the Intelligent Enterprise
Phong Le, Senior Executive Vice President and CFO,
MicroStrategy, Inc.
• Assess how external forces impact your organisation
and incorporate this into your enterprise strategy and
roadmap.
• Categorise your enterprise assets and identify
constituents who would benefit from access to
information and enterprise systems.
• Arm individuals and teams with powerful tools to
explore data on their terms while establishing a
foundation for a single version of the truth across the
enterprise.
• Map out the people, processes and architecture
required to build an intelligent enterprise and launch
your journey.
Talent Exploration and the Power of Partnership
Ian Penny, Group CIO, Hiscox Plc and Sara Shipley,
Head of HR, Hiscox Plc
• We must accept that adaptability and business
knowledge are core strengths.
• The future requires employees who take delight in
learning new things. Your role as a leader is to provide a
safe environment for them to “play in the traffic.”
• Blur the lines between revenue-generating front office,
operational back office and technology. You are all one
team with shared objectives. Be relentless in creating
the right environment for this structure to thrive.
• An HR/technology partnership is key to driving the
talent agenda — in fact, it is the single most important
thing you can do as a technology leader.
Sponsored by:

6. Breakout Highlights
The Zero Trust Revolution
Charlie Gero, CTO, Akamai Technologies
• Today’s security architecture evolved through logical
steps, and popular security products reinforce the
model. But it has become exploitable and dangerous.
• Principles of zero trust: There is no inside. Your
users and apps can be anywhere. All access must be
authenticated, authorised and verified.
• Zero-trust architecture should be technology-
agnostic, supporting all clouds and private
infrastructure and incorporating advanced security
services, such as web app firewalls and bot detection.
Innovating for the Future with Disruptive
Technologies
David Curbishley, Cloud & Cognitive Technical
Leader, IBM; Ian Gardner, Industry 4.0 Solutions
Architect, IBM and Colin Mower, Client Technical
Leader, IBM
• Cloud investments are shifting — it’s no longer about
cheap compute and storage. Cloud is at a tipping
point and maturing into a platform to accelerate
innovation.
• Business leaders are rethinking everything due to the
cloud — how to engage customers, and how to design
and deliver products and services.
• New technologies are helping organisations in all
industries to change the way they work. Data is key,
whether it’s creating the factories of the future or
improving business processes using AI.
CMO and CIO — Why Can’t We Be Friends?
Stuart Hughes, CIO, JCB; Andrew Booth, Former
CMO, Late Rooms, The Hut Group & Time Out and
Judith van de Pas, CIO, Shell Global Marketing &
Fleet Solutions
• Why don’t CMOs get on with CIOs? CIOs aren’t
articulating the customer value and business benefit in
board meetings, which is frustrating for CMOs.
• CMOs like to talk about the future state, growth and the
glass half full as the place we’re going to end up. They
want timeframe, optimism and positivity from their CIOs.
• Ask yourself what would happen if the departmental
divides between marketing and IT didn’t exist? How
would you structure yourselves? Go on the same project
management courses so marketing and IT can speak
the same language. We often use the same words but
with different meanings. Share slide decks so you can
see what points work best in both worlds.
Hybrid Cloud — Conquering Complexity
Ian Penny, Group CIO, Hiscox Plc and Robert Reynolds,
Chief Technologist, Hewlett Packard Enterprise
• Hybrid Cloud means understanding the technical
requirements of the application, the importance of speed
and rate of change, security and regulatory concerns, and
that reliability and stability are all factors that drive where
we should be placing workloads.
• Going 100% public cloud is unrealistic (and likely to be
more expensive).
• It’s important to find the right people from traditional
teams who can bring experience to new agile processes to
ensure the right rigour and faster solutions.
Sponsored by:
Sponsored by:
Sponsored by:

7. Summit Demographics
of attendees
are C-level
executives
80% of attendees
represent
revenue greater
than $1B
71%
Consumer/Retail Goods & Services
Financial Services/Banking/Insurance
Business/Professional Services
Manufacturing/Engineering
Oil/Gas/Utility/Natural Resources
Government/Military/Defence/Education
Medical/Healthcare/Pharmaceutical
Industries Represented
0 5 10 15 20 25 30 35 40
Non Profit
$250M-1B
$1-5B
$5-25B
>$25B
+ $25B
$5B – $25B
$1B – $5B
$2.5M – $1B
Other
Revenue
Represented
9%
24%
38%
15%
13%
12%
6%
2%
26%
22%
18%
14%
C-Level/DIV./VP
Director
Other
Role in
Organisation
80%
19%
1%
C-Level Director Other

8. Summit Attendee List
Ab Agri – CIO
Ab Agri – Head of Governance
ABP – Head IT
AECOM – Director & Head UK&I, Continental Europe
AECOM – IT Governing Risk & Compliance
Manager, EMEA
AECOM – CIO
AEG Europe – Director, Information Security
AEG Worldwide – SVP, IT
AGL Energy – Divisional CIO
Altrad – CIO
Altrad – Head of IT Security
AngloAmerican – Group Chief Information Officer
Asahi Europe – Group IS Director
Associated British Foods – CISO
Astellas – Executive Director, Head of IS
Babcock International Group – Group CTO
Bank of Ireland – CIO
Bauer Media – CIO
BT Fleet – CIO & CTO
Cadent Gas – CIO
Cadent Gas – Head of Digital Risk & Security
Calor Gas – Head of IT
Compass Group – Chief Information Officer, UK & Ireland
Computacenter – Group CISO
Condé Nast – Director, Technology
Co-op – CIO
CRH – CISO
Crown Prosecution Service – Director of
Digital Transformation
Deutsche Bank UK – Vice President
Deutsche Boerse – VP
Dialog Semiconductor – Vice President, Global
Information Technology
Dixons Carphone – IT Transformation Director
Essar Oil – CIO
European Bank for Reconstruction and Development –
Managing Director, IT
GE Capital UK – CISO
GE Oil & Gas – Chief Information Officer
GlobalLogic, Inc. – CTO-EMEA
GSK Tech – SVP, Global Head, Consumer Healthcare Tech
Guardian News & Media – Head of IT
Hiscox – Head of HR
Hiscox – Group CIO
HSBC – Former COO, CIO Global Digital Transformation
Ideal Standard International NV – Chief
Information Officer
JCB – CIO
Kerry Group – CISO
Kier Group – Chief Information Officer (CIO)
Legal & General – CISO
Lloyd’s Register – Head of IS Strategy and Architecture
Markerstudy – CTO
Markerstudy – Group CIO

9. Summit Attendee List
Marsh – Global CIO
Mazars – Group Chief Information Security Officer
Mencap – Head of IT
Mercedes-AMG Petronas F1 Racing – Head of
Digital Technology
Mercedes-Benz UK – Head of IT
Met Office – Head of Technology
Method – VP & General Manager
N Brown Group – CIO
National Grid – CIO, Group Functions
National Nuclear Laboratory – CIO
Natural History Museum – Chief Information &
Technology Officer
O2 – CIO
Prudential – Head of Oversight & Assurance
Robert Walters – Group Infosec Officer
Robert Walters – Chief Information Officer (CIO)
Robert Walters – Chief Technology Officer (CTO)
Royal Borough of Kensington, Chelsea &
Westminster – CIO
Royal Borough of Kensington, Chelsea & Westminster –
IT Transformation Director
Royal Mail – Head, Information Security Advisory
RSA Insurance Group – Group Chief Information &
Technology Officer
Selfridges – Director, IT
SGN – Chief Information Officer
Shell Downstream – VP & CIO
Shell Global Marketing & Fleet Solutions – CIO
Societe Generale – Deputy CISO
Southampton Football Club – Director, IT
SSE – Group CIO
TCC Global – Group Chief Information Officer
Tesco Corporation – Group Technology &
Architecture Director
The Go-Ahead Group – Group Chief
Technology Officer
The Go-Ahead Group – Group CIO
Thomas Cook Group – Group Strategy and
Technology Director
Together Financial Services – Director, IT
Toluna UK – Vice President – Global IT & Security
Total Terminals International – CISO
Travelodge Hotels – CTO
TUI Group – CISO
Vaultex UK – Chief Information Officer
Vodafone – CIO Vodafone UK
Warner Bros – VP, Business Technology
Williams F1 Racing – Chief Information Officer
Winton Group – Chief Technology Officer
ZTE Corporation USA – Chief Technology Officer
Starbucks Coffee Company – Vice President Technology
IAG – Head of Digital business Transformation
IMI Precision Engineering – Global CIO
Wesleyan – Head of IT Strategy

10. UK CIO Executive Summit
Contacts
Lucy Guille +44 1784 267397 lucy.guille@evanta.com
Luis Arango Abello +44 1784 267880 luis.arangoabello@evanta.com
Thanks to our sponsors for their generous support.
Boardroom Sponsors
Presenting Sponsors