CIO New Zealand launches the inaugural CIO50, recognising the nation's top 50 technology and digital chiefs of 2019, at the Te Papa in Wellington (Photos by Mark Coote)
Innovation / Interviews
“We continue to innovate on many fronts, in many countries,” says Kevin Drinkwater, CIO at Mainfreight.
“We wanted to improve operational efficiency and increase cross-functional collaboration, by disrupting and changing our traditional way of working,” says Roger Jones, executive general manager technology at Auckland Transport
The Instillery has joined forces with Vo2 Group in New Zealand, in a merger designed to drive wider adoption of cloud technologies across the country.
Ministry for Primary Industries CIO Tracy Voice says a key focus for her team over the past year has been embedding the Research, Technology and Innovation practice across the organisation. The goal is to “bring prototypes to life on emerging technologies” as well as use emerging technologies to transform government operating models.
Airedale Property Trust (APT) provides a wide range of services in property management and property development in the wider Auckland area, acting as a property arm of the Methodist Church of New Zealand, says Neil Gong, group ICT manager.
“We are confident, audacious and constantly challenging ourselves, the status quo and leading the pace of change,” is how Grant Strang describes the approach of the technology team at tertiary provider Te Wānanga o Aotearoa (TWoA). The results, he says, can be seen in the range of projects they have delivered over the past year.
“Our ethos is ‘learn fast and adapt’,” says Craig Bunyan, says of the technology team at ANZ Bank.
Over the past 12 months, Biomatters has successfully transitioned over 50 per cent of its business from a perpetual licensing model to a subscription software model.
Nigel Cameron has a question. Several questions actually. As the chief executive officer of the Center for Policy on Emerging Technologies (C-PET), Washington DC’s independent think tank on science and technology policy, his role is to ask questions to which nobody yet has the answers.
With 34 Maori tribes and 142 sub-tribes, the Bay of Plenty regional council has the largest and densest population of Maori tribes in the country. With these numbers, the council’s Maori Policy Adviser Trevor Himona has a tough job in hand, dealing with complex negotiations that the New Zealand government has asked regional councils to address.
Himona uses Mindjet MindManager information mapping tool to help formulate strategies for compensation claims, valued in the hundreds of millions of dollars.
Air New Zealand CIO Julia Raue encourages her team to work across various areas of the business, to “look behind the scenes” and see what happens at airports.
This way, they stay in touch with the customers and the people they support in the different areas of the business. “It is important they understand what they are trying to change or what they are trying to enhance,” says Raue.
To the viewing public, broadcast free-to-air television is essentially about breaking news, reality TV, sitcoms, movies, sports and other forms of entertainment.
Damian Swaffield has quite a different perspective.
Few CIOs have had as varied a career as Ashley Mudford. He has moved from teaching to senior roles in the prison service and on to his current post as CIO of the NZ Food Safety Authority.
Mudford has been exposed to a variety of businesses and vocations unconnected with ICT and he says this gives him a unique view of the discipline he is now in.
Ron Hooton left the New Zealand Defence Force in 2005 after four years as its first chief information officer and moved to a much different sector, and another role — as CEO of ProCare Health.
From leading a 200-plus IT department, Hooton now heads an organisation with around 500 general practitioners (GPs) and nearly 400 nurses across 173 practice teams, taking care of more than 660,000 patients.
From mainstreet New York, Hong Kong and Kuala Lumpur, to the backstreets of Singapore and Mumbai; even in remote mountain villages from Africa to Mongolia, the brand name Coca Cola is universally-known and recognised.
PT Coca-Cola Bottling Indonesia (CCBI) is part of this iconic and truly global beverage sales company based in Sydney, Australia and with regional headquarters in Jakarta, Indonesia.
John-Daniel Trask says he is not a CIO in the conventional mould, though he is in charge of “everything IT” at the small company YouTXT.
He says his different perspective of the role is “a little to do with the scale of the company, but also with the way I prefer to operate”.
"If you are constantly running, your competition will bite you sooner or later. But if you stand still, the competition will definitely swallow you." That is how Anupam Mittal, chairman of People Group -- better known for its Shaadi.com offering -- put the problem of business.
K.K. Modi, chairman of the K.K. Modi group, Daljit Singh, president of Fortis Healthcare, and B.S. Nagesh, MD & CEO of Shopper's Stop, agreed with Mittal. Together, they constituted a panel of CEOs that exchanged views on balancing growth, risk and innovation, and the role that CIOs play in enabling growth. The discussion was held at the CIO 100 Symposium and Awards Ceremony 2007, and was moderated by Vijay Ramachandran, editor-in-chief of IDG Media. Modi, Singh and Nagesh echoed the sentiment that growth is the mantra for any business before proceeding to their experiences.
Richard Constantine's journey to Innovative CIO of the Year began nearly six years ago, when Swinburne University of Technology kicked off a standardisation drive. The intervening years have been busy, and they haven't been spent in introspection, for Constantine believes in getting things done.
As CIO of Swinburne University in Melbourne, he innovates through practice and design. He is disparaging of those who implement impractical technology practices or applications to give the veneer of innovation - but is an executive who has taken an innovative approach to leading an entire organisation, or in his case, university, through a rigorous standardisation program.
Managing the information technology needs of a fast-growing business can feel like standing on a knife edge. On one side lies the understanding that future demands are best met with robust and scalable systems that can tolerate the workloads the business will one day throw at them.
On the other is the knowledge that cash is rarely readily available. Hence, the business needs to keep its investments modest. Overinvesting may create excess capacity that is never eventually filled, or even send the business bankrupt.