For two years, the technology team at Bank of New Zealand (BNZ) has been working on a project to put an end to “skimming” of credit cards.
The practice refers to the capturing of information on the magnetic stripe of a card to create a clone credit card. The card holder is then billed – six months to a year later – for purchases they never made and often in places they have not visited.
Stories by Divina Paredes
For two years, the technology team at Bank of New Zealand (BNZ) has been working on a project to put an end to “skimming” of credit cards.
A number of enterprises now have policies around the use of private notebooks for work purposes, reports Gartner.
The analyst firm says the number of inquiries from its clients on the ‘Bring Your Own Computer’ (BYOC) programme has grown significantly in the past year.
Eight children aged eight to 13 were taking turns playing games on four computers in one corner of a room, one afternoon at the Community House in Rata Vine, in Wiri, South Auckland,. The children went to the community house straight from school – and into the computer room.
A few minutes before 4.30 pm, the supervisor told them the room has to be closed. The look of reluctance at having to leave was evident as the boys gathered their school bags to walk home.
Why thinking like an astute financial portfolio funds manager is a useful approach for managing ICT.
When a CIO is said to be embroiled in firefighting, that means his or her time is spent dealing with one crisis after another – systems, technology or people-related. It leaves little time for doing more strategic things for the business, so is not an ideal place to be in.
Last weekend, Mike Clarke, the CIO of SkyCity, willingly placed himself in such a situation. It was, however, not in the context of ICT management.
To get a grip on cloud computing, try to think of how people make decisions on public transport, suggests Steve Hodgkinson, research director, public sector at analyst firm Ovum.
Cloud computing is like a menu of transport options for organisations, he told CIO New Zealand during a recent visit in Auckland. “What we have now is a range of different transport options and they can think more creatively about their business needs.”
Controlling/reducing costs, recruiting and retaining skilled staff and meeting users’ expectations have been the top challenges facing New Zealand CIOs in the past two years, IDC reports.
The difference, with this year’s report however, lies in the ranking of these criteria, as revealed in the latest Australia and New Zealand's Forecast for Management Survey.
Clayton Wakefield is providing the kind of consultancy service he sought when he was head of technology operations and cards at ASB Group in New Zealand.As co-executive director and principal of Techspace, he is aiming to provide exceptional IT services at the most senior level."We are a part of a CIO's capability to get things executed," says "<a href="http://cio.co.nz/cio.nsf/spot/CB3ADB9365608B86CC2572AD001E85C3?Opendocument&HighLight=2,wakefield">Wakefield</a>, who set up Techspace two years ago when he left ASB. "Our strength is around ensuring delivery of critical programmes of work."All CIOs have large programmes of work and they have issues they have to deal with. In a lot of situations this is a great assistance for them; somebody that they can deal with at that level of capability, [and whom] they can trust and utilise."We identified there was a gap in the market for exceptional IT services at the most senior level," he says. "We are not really providing 'rent-a-CIO'. In fact, we find that we are more aligned to very good CIOs who would like to execute on their plans."At the same time, Techspace can provide services to companies that are transitioning their ICT teams. "They have been downsizing their teams and as a result in order to get capability, they now have to contract it," he says."Clearly that is something that we could assist with -- simply by having expertise available for short pieces of work, strategy or business cases, running the project office or executing on critical initiatives."His co-executive director at Techspace is Mike Prebble, who worked at IBM and EDS. Like Clayton, Prebble has 30 years-plus ICT executive experience, which included managing outsourcing contracts with Fonterra and Telecom New Zealand. The company has a team of more than 20 senior ICT professionals, who have held a variety of roles including CIOs, general managers, senior contract project managers, programme directors and architecture professionals.
Ben Robinson recalls attending a conference where the speaker, a CIO, whipped up a PowerPoint presentation on "how to integrate IT with the business". He winces at the recollection. "I just hate the term IT and the business," says the chief information officer of Paymark.
ANZ New Zealand officially opened this morning its state-of-the-art, world class datacentre in Auckland built for a total of $78 million.
The 4000 metre² purpose-built centre houses what is believed to be the most advanced data centre in New Zealand and sets the benchmark for such facilities, says ANZ in a press statement.
Buzz Aldrin, the second person to walk on the moon, is not raring to reprise the 1969 trip on board the Apollo 11. Aldrin, now 80, can make better use of his time on earth, he tells CIO during a recent trip to Auckland.
What will be the standout business and technology challenges in the post-recessionary environment? We canvass a panel of executives and analysts on what to do now for the organisation, the ICT team and your career. <strong>Deliver customer value<em>Jonathan Iles, CIO, Carter Holt Harvey</em></strong>During the financial crisis that saw enterprises pulling the plug or holding off on key programmes, Jonathan Iles and his team were working on "fairly major projects"."In fact, there will be more this year," says the chief information officer of Carter Holt Harvey. As he tells his team, "We are sailing into the perfect storm. So let us batten down the hatches, get those ships ready so that when we go into this, we are highly motivated, we know what we are doing, and we manage to hold everything together."He says with the past year the focus of ICT at CHH was delivering customer value, and this will continue in the next 12 months. "2010 will still be very much moving into value and improving the relationships with our customers."The projects around this range from an ERP upgrade to what Iles calls "very basic things", like CRM and pricing and invoicing systems. "This means our customers, people who buy our wood products, our pulp paper, our packaging; they have a better experience for us so we go for greater market share. That is what really drives most value to the business."As well, the team is preparing for shifts throughout the year. "I expect to see some major structural changes in the business over the next 12 to 18 months and that is going to add to a lot of projects at the same time," says Iles. "We need to maintain the high quality of infrastructure delivery, despite the fact that we are containing costs.""We are driving really hard on infrastructure," he says. "We have made some major savings that allowed us to spend more money on ERP, without increasing the budget.""This is about, 'How do I align with the business strategy? Am I implementing the right strategy to fit the business?'"Like his executive colleagues, the past year has delivered a handful of lessons for Iles. Foremost is, "You need to be ruthless with your business cases." The second is the value of having flexible contracts with key vendors. "This flexibility should enable no-penalty changes to be made -- including the ability to terminate services at no cost," says Iles.CHH renegotiated several key contracts at the beginning of last year to introduce competition into the relationships, with the result that costs for several services dropped significantly. This exercise will be done this year. "When the economic climate changes quickly, having long-term, inflexible contracts can be a major burden," he says.Another key lesson during the economic slowdown was the importance of having variable costs. For instance, says Iles, if the company sells a business unit, there is no proportionate reduction in software and hardware maintenance. "We would like to reduce the cost proportionally. The only way you can do that is by variable cost," says Iles. "Most of our costs are fixed, but we certainly want to move to a more variable cost model," which he notes is the promise of cloud computing.As for post-recession plans, Iles foresees a busier period ahead. "For me, post-recession means a surge of activity and I can see that that is going to be coming."Interestingly, one of his major activities last year was far removed from ICT. Iles joined Pat O'Connell, CIO of Rank Group, of which CHH is a subsidiary, and Glenda Mullany of IT firm The Tango Group, to complete a series of endurance challenges to raise funds for charity. The group's "<a href="http://cio.co.nz/cio.nsf/spot/AFD817D770AAD3B6CC25767D007DE7A1?Opendocument&HighLight=2,peak,stop">final challenge </a>was scaling the four highest mountains in the North Island -- Tongariro, Ngauruhoe, Ruapehu and Taranaki mountains. They achieved this in November and raised more than NZ$22,000 for the Kia Timata Ano Trust, a women's refuge in Rodney. (See http://cio.co.nz/cio.nsf/spot/AFD817D770AAD3B6CC25767D007DE7A1?Opendocument&HighLight=2,peak,stop)For Iles, there is a message here that resonates with his full-on schedule at CHH. "It just shows our team we can cope with a heavy workload and still have time to give to the community." <strong>Strengthen ICT engagement with the business <em>Paul Nickels, partner, business assurance, PricewaterhouseCoopers NZ </em></strong>Everything is up for review and challenged constantly. This is the "<a href="http://cio.co.nz/cio.nsf/focus/E26CAA02FB540ABACC2576E5002BDE02">new normal"</a> for today's enterprises, says Paul Nickels, partner, business assurance at PricewaterhouseCoopers New Zealand. Nickels is referring to the McKinsey Report on the restructuring of the economic order and the constant change that lies ahead for everyone.So what will this mean for CIOs? "Get out of their office, connect more with their peers in the business, understand what is going to drive that change," says Nickels. The CIO's task now is to consider how, "they will engage more with the business," he says, and "how do they become a business partner and what areas of value do they see that they can add with their ideas."He says pressure is being placed on CIOs, and all parts of the organisation, as enterprises look at the value of operations and where they might drive costs down.So these types of engagement are important in the coming 12 months. CIOs have to be engaged in those upfront discussions on business strategy, he says. "The more they are engaged in those discussions, the better their ability to influence the direction and the better their ability to really execute what the organisation requires."There is, he points out, always a "strong healthy tension between IT and the business" that some call business alignment. This is manifested in CIOs whose portfolios have expanded to areas outside ICT. "I can think of a handful or organisations now where the CIO is part of the change agent group of the organisation, they are involved in all of the big projects."This is the space Nickels says CIOs should be working on in the next 12 months. It starts with having a bond with business peers. "There has got to be a level of respect for each other's disciplines," says Nickels. "You have got to understand the strengths of the parties and what they will bring."He says CIOs who have achieved this have made time for themselves and their teams to connect within the organisation. They are able to answers questions in regards to their IT spend, benchmarking and cost of service.He says PwC works with CIOs to create a "story board" discussion with their peers. The process enables CIOs to articulate their views on key questions such as, "What is going on in technology at this point in time and what is your plan and what do you plan to do? What has been in your agenda in the last period of time? Where are your areas of focus?"With a CIO's busy schedule, "there is often no time for self reflection". But Nickels says this exercise is important, and CIOs should be able to articulate these points to the business. CIOs who have already reached this stage can then take a closer look at the business model, and see where they can add value. "They need to be braver in experimentation, try new things, and be a little bit more agile."Those who have achieved this have the respect of their peers and their teams have a very commercial view and understanding of the business. "They know where the pain points are. They will be on top of those, and are in a position to offer alternatives and solutions."<strong>Throw out the old rules <em>Peter Macaulay, principal, end user practice, IDC New Zealand</em></strong>This will be a year of frustrating shifts and crazy trends, says Peter Macaulay, principal, end user practice at IDC New Zealand. "Most of the issues we have been grappling with will continue to demand attention, and in some cases evolve into fearsome monsters. Many will mellow and some will fade away," says Macaulay.Of these diverse issues, he picks up three fundamental shifts CIOs will be forced to adjust to -- mobility going "mad", CIOs being "kidnapped" by social networking and the CIO career path demanding attention."The evolution of the CIO into a more effective strategist will increase the risk/benefit spread in the ways that these shifts are addressed," he says.His views were shaped by his discussions with senior CIOs and industry visionaries, and the following IDC New Zealand ICT Top 10 Predictions 2010 (see IDCresearch.co.nz):
Tanya Harris was head of human resources at the Reserve Bank of New Zealand in Wellington when she made a lateral career move.
CFOs are taking a more prominent role in enterprise decision-making.
“The CFOs are in the boardroom and executive level discussions and carry more weight than ever,” says Gary Obbes, consultant in financial management practice, IBM New Zealand.
The Department of Internal Affairs (DIA) has disestablished the CIO role.
David Spaziani is leaving first week of March following changes in the ICT infrastructure, which will be now under Stephen Crombie, general manager, government technology services.