Who made it to the annual report on the most transformative and disruptive technology and digital leaders in New Zealand?
Stories by Divina Paredes
Aaron Olphert, chief digital officer at Kordia, says the company has introduced potentially the most disruptive innovation in the workplace – robotic process automation.
“I have put a strategy in place to ensure we have strong partnerships in place we can rely on to help us deliver on areas outside of our core strength while tackling emerging technologies that compliment us head on,” said Atta Elayyan, CEO and co-founder of LWA Solutions
“Foodstuffs has adopted an end-to-end approach to building much of their digital layer infrastructure, on premise or in the cloud, in a fully automated way. This is a significant undertaking and is a multi-year programme for an organisation of our scale.”
Victor Yuen says the chatbot and virtual assistant market is estimated to grow beyond $40 billion in the next 10 years, and human connections will be reduced to less than 15 per cent of customer interactions. FaceMe has moved head on into this market.
“We are moving away from the risk averse gatekeepers of IT services to fast followers who embrace innovation as a core value. We demonstrate the trust and value of learning failure and experimentation,” says Mark Denvir, ICT director at Auckland Council
Paul Littlefair took the “extreme step” of creating an in-house LIC-tailored development school - their entire development team who build their farmer facing software went tools-down for 10 weeks as they completed extensive cloud training
“We have implemented a number of small initiatives, which extend our digital reach,” says Tony Carpinter, CIO at NZ Blood Service. “These innovations have to fit into complex, regulated environments, where safety is essential, so they tend not to be disruptive. The value that they deliver is usually via incremental process and service improvements.”
“Over the past couple of years, we have literally jumped forward 10 years in the technology space,” says Nigel Stevenson, CIO, Kensington Swan
“The pace of change is hectic, so we must find new ways of working...Otherwise, we will be a handbrake to the business,” says Gallagher Group CIO Neville Richardson.
“I work hard to create a safe and empowered space for staff to try new things,” says Rebecca Thomas, CIO, PwC New Zealand
I want Delegat to be ready for that change, for how the next generation of super premium wine consumers want to engage with us will also be how our next generation of employees want to work, says Wilson Alley, CIO of the super premium wine company supplier.
This year, the New Zealand Racing Board launched a new Fixed Odds Betting Platform. For Dianna Taylor, GM technology, this project had a bigger impact than other ICT-enabled initiatives. “We used this programme to move the technology teams and business units to an agile delivery and DevOps operating model post ‘go live’.”
“It’s about building strong technology foundations to enable innovation and to be a data-driven business,” Pete Yates, CTO at InterCity Group
Just like the healthcare professionals his teams serve, James Allison makes sure that his staff understand their duty-of-care to the people in the region. “Theirs is no ordinary IT job,” he constantly tells them.