ICT leaders provide templates for succeeding in the digital era.
Stories by Divina Paredes
When Anthony Bitossi was first asked to present his ICT vision to the management team, he showed them an image of a broken down truck and plant and asked the audience: “How is this any different to say, a major IT systems outage?” By drawing this comparison and putting things in a familiar language, it created buy in at a management level, says Bitossi, IS manager, Stevenson Construction Materials.
The role of IBM's IT function is to enable the company's strategy by giving IBMers the modern tools they need to do their work, to be responsive to clients, and to act with speed and agility, says Doug Stuart, head of ICT at IBM New Zealand.
“Our customers are on a digital journey and we are on a digital journey as well," is how Simon Kennedy describes the backdrop in which he and his team of 130 at The Warehouse Group operate in.
This is the largest reshaping of technology that Bank of New Zealand has gone through in the last decade, says Aaron Toatelegese, as he describes his team’s work over the past year.
Before Claire Barber took on the newly created role of chief digital officer at Spark New Zealand, she led the re-engineering programme for the telecommunications company.
Gavin Till and his team are building and managing the digital transformation portfolio at the Christchurch City Council.
The critical role played by the team in the council’s programme towards becoming a digital government necessitated major changes for ICT.
Stand Children's Services is a nationwide non-government organisation providing social work and respite services to New Zealand’s most vulnerable children. “As much as we can afford to, our projects are cost neutral or cost beneficial and look to improve reliability and flexibility,” says Richard Parry, Stand CIO.
“We have managed to a relatively zero growth IT budget for the last three years while business growth has been 8 per cent per annum,” says Thomas Hyde, group director - delivery strategy, at Beca.
“This year it is about ‘Being Digital’,” says Frucor CIO Pieter Bakker.
“We have moved to a total SaaS model. Our costs are kept in check by how much resource and services we consume. This user pays model means we can accurately account for costs in each business case and initiative as they are required. We don't consume more than we need,” is how Grant Taylor describes the biggest business transformation programme at Citta.
Jason Wills says the deployment of a mobile suite of apps for real property firm Harcourts provided their teams with a “distinct competitive advantage”.
“This is an exciting period for us as we create and build the functionality necessary to enable the predicted ‘Health Data Explosion’,” says Dhaya Sivakumar, executive vice president - integration, Orion Health.
“Our ethos is ‘learn fast and adapt’,” says Craig Bunyan, says of the technology team at ANZ Bank.
“Market forces across the global legal industry have turned technology into a competitive weapon for law firms to use in what I call a digital arms race,” says Nick Whitehouse, chief digital officer at law firm MinterEllisonRuddWatts.