The document discusses strategies for CIOs to drive innovation within their organizations. It notes that CIOs currently spend most of their budgets on ongoing operations rather than business transformation initiatives. It then profiles the CIO of Valspar who was able to drive innovation by taking back control of their ERP system from the vendor and investing in analytics. The document advocates that CIOs evaluate their current support programs and look for ways to shift more funds from operations to innovation projects in order to stay disruptive.

1. Hendrik Anne Zwart
CIO Stories: Become A Disruptive
Innovator
Manifesto Revealed

2. Top CIO Challenges
Source: CSC GLOBAL CIO SURVEY: 2014–
2015
•Drive Innovating Technologies
• Mobility
• Big Data
• Cloud Computing
•Lower operational costs
•Modernise legacy applications
DRIVE CHANGE

3. Obstacles that Hinder Innovation
Source: CSC GLOBAL CIO SURVEY: 2014–
2015
CIOs Emerge as Disruptive Innovators
DRIVE CHANGE

4. TOM GROOMS ALEXANDRE BAULE´
Industry Leading CIO’s DISRUPTIVE INNOVATOR
ERIK VIENS

5. Valspar Fuelled Innovation for Explosive Growth
Valspar is a global coating and paint
manufacturer and distributor
• Industry: Chemical Manufacturing
• Revenue: $4B
• Employees: 9,800
Valspar wanted to take back control of their ERP investment and
roll out EBS to new regions and company segments, to expand
and make new acquisitions.
CIO Challenges:
• Lack of business analytics capability
• Need to harmonize business operations with a single ERP system across all
divisions
• Current release of Oracle E-Business Suite to support Valspar business objectives.
The regained control enabled:
• Rollout of Oracle E-Business Suite to more countries and divisions
• Investment in business analytics, master data management and pricing initiatives
• More responsive support and a strategic partnership
“Advice to CIOs: It’s Your Job to Evaluate Your Current Support
Program’s

6. TO STAY SUPPORTED
UPGRADE
BUDGETS & RESOURCES MUST SHIFT FROM OPERATIONS TO
INNOVATIONS

7. IT SPENDING
CATEGORIES
87%ONGOING OPERATIONS
AND ENHANCEMENTS
13%BUSINESS
TRANSFORMATION
INITIATIVES

10. 20%ANNUAL MAINTENANCE
FOR SOFTWARE UPGRADES AND SUPPORT

11. 90% PROFIT
ON MAINTENANCE REVENUE
20%ANNUAL MAINTENANCE
FOR SOFTWARE UPGRADES AND SUPPORT

12. ERP
VENDORSERP VENDORS
ERP
VENDORS
MAINTENANCE
v1
ERP
VENDORSERP
VENDORS
AUDITS

13. YOUR CALL
IS IMPORTANT
TO US…

14. COMMODITIZATIO
N
CLOUD COMPETITION

15. COMMODITIZATION
DATABASE

16. SAP’S HANA
IBM DB2 BLUE
AMAZON AURORA
MySQL
POSTGRES
CASSANDRA

17. COMMODITIZATIO
N
CLOUD COMPETITION

18. 0.35
0,5 0,5
0,45 0,45
YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5
1.0 +
0.22
0,22 0,22 0,22 0,22
YEAR 1 YEAR2 YEAR 3 YEAR 4 YEAR 5
ON PREMISE
MODEL
SIMULATION
CLOUD
SUBSCRIPTION
MODEL SIMULATION

19. REVENUE
TOP PRIORITYCUSTOMER

21. INNOVATE &
STRATEGIZE
INITIATIVES
13%BUSINESS
TRANSFORMATION
INITIATIVES
87%ONGOING OPERATIONS
AND ENHANCEMENTS

22. DATA CENTER
MANAGEMENT
CONTRACT
MANAGEMENT
ASSET
MANAGEMENT

23. PROCESS-FOCUSED
APPROACHES TO SPENDING
DATA
CENTER
MANAGEMENT
DATA CENTER
MANAGEMENT
CONTRACT
MANAGEMENT
ASSET
MANAGEMENT

24. CONTRACT
MANAGEMENT
TAKE CONTROL
MEASURE THEN MANAGE

25. RAMP UP OR DOWN
BASED ON WORKLOAD
ASSET
MANAGEMENT

26. ERP
VENDORSERP VENDORS
ERP
VENDORS
ERP
VENDORSERP
VENDORS
APPLICATION
RATIONALIZATION
SPECIALIZED
CONSULTANTS
BEST OF BREED
SOLUTIONS
UPGRADE
MANAGEMENT

27. CHANGE AGENT
BECOME A